Q&A: Briarcliff Manor's 2013 School Board Candidates

Current Briarcliff Manor Union Free School District Board of Education President Sal Maglietta, along with Trustee Jonathan Satran, are looking to continue their time on the board for the next three-year term.

Louis Linder and Paul Wasserman are also seeking election to the board this month.

The two elected candidates will join Vice President Jennifer Rosen and Trustees Dina Brantman and Michael Haberman.

The annual election and 2013-14 budget vote will take place on Tuesday, May 21.

CLICK HERE TO READ ABOUT THE CANDIDTATES' BACKGROUNDS.

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ISSUES

Patch: The board has put forth a proposed budget that exceeds the state's "tax cap." What are your thoughts about the cap? Will you vote in favor of the proposed budget? Why or why not?

LL: New York State wisely mandated the tax levy limit, or cap, as a way to rein in out-of-control spending that yielded little or no return on investment while burdening residents. As such, at least 43 out of 47 Westchester school districts to date have complied with this fiscal approach. This is as much a community issue as much as it is a school district issue. As our taxes escalate in Briarcliff, this too often forces families to sell their homes and move away as soon as their children finish school -- assuming they can sell a home that is burdened with inordinately high taxes when compared with other communities. This type of unneeded tax “inflation” puts extreme pressures on families with fixed/limited incomes, who wish to live in the community even though they may no longer utilize our schools.

Despite repeated efforts by the community to understand why we have over-spent last year’s budget, the current Board has failed to provide sufficient details to permit complete analysis. As a BOE member, I would be willing to meet in an ongoing public forum to jointly vet and address these issues The more we uncover of last year’s financial transactions, such as why approximately $1.1MM ended up in unplanned salaries, the more disturbing the overall situation becomes.

For all these reasons, if the current proposed non-compliant budget is put on the May 21st ballot I will vote “No” because (a) it reinforces tax inflation and (b) the budget can be tax-cap compliant if the Board were to ask for and search for just $625,000 more in savings that did not impact programming.

SM: None of us like to pay a dollar more in taxes than the value we get for our tax dollars. Boards have the obligation to ensure money is spent wisely or not at all, and the tax cap was a good attempt to force districts to think hard about the money that is spent. In Briarcliff, the Administration and the Board worked together to reduce the budget by $2.6 million.

However, there are some enhancements I would like to see Albany consider. The most important enhancement would be to utilize two caps,  an annual cap with a three-year cumulative cap. A school district that has been keeping their expenses and tax levy down over a number of years should not be penalized for a single given year if the district faces one-time, extraordinary expenses.

On a separate note, I do not think Albany is pro-actively addressing ever-increasing healthcare and pension costs for retirees, or constrictions caused by tenure. These issues are structural impediments to every school district in the state.

On April 23rd, as a BOE trustee, I voted in favor of adopting the budget.

JS: The Board and I have a great deal of respect for the tax levy calculation and more importantly the purpose of the cap. The tax cap was put in place to ensure fiscal vigilance and to combat out-of-control spending. The Briarcliff Manor Board of Education would not consider going over the tax cap without answering two questions:

• Is the excess due to out of control spending?
• Is the decision to exceed the calculation due to lack of financial vigilance?

The answer to both questions is a resounding “NO.” 

The 2013-2014 budget includes a $225,000 reduction from 2012-2013 budget, as well as more than $2mm in cost reductions. The Briarcliff Manor School District has been cutting expenses and maximize efficiencies continuously for 5 years.  The BMSD has matched a 9% enrollment decline with a reduction of more than 26% of staff.  That is not out-of-control spending. 

The main reason the school district is exceeding the tax cap, AFTER REDUCING the budget, is loss of non-tax revenues. State aid, Out-of-district tuition, and fund balance are examples of other revenues that typically help reduce the tax levy. This year, Briarcliff had a reduction of $2mm in fund balance, which needs to be replaced with tax levy or further cuts. After 5 years of continuous reductions, further program reductions would erode the quality of the excellent education we provide our children.

The tax levy calculation does have one major flaw, and that flaw is a year to year focus rather than a multi-year focus. After the 2013-2014 budget is passed, Briarcliff Manor school district will still have a LOWER tax levy than in 2010-2011, and the tax levy cap should consider that taxes will be lower next year than 3 years ago, despite massive increases in benefit costs.

I will be voting for the proposed budget. This budget was designed by the administration, in consultation with the Board, with a focus on the K-12 program. It is designed to support the school program this year and into the future. A failed budget could force additional cost cuts, teacher reductions and program cutbacks that could have lasting effects on the schools and our property values.

PW: I am strongly in favor of the tax cap, as it was designed for school districts to keep costs under control. If a district pledges to stay within the tax cap, all of the parties it negotiates with know that funds are limited. In addition, the tax cap helps to maintain our home values versus other comparative school districts. In reality, a tax compliant budget in Briarcliff is very much at reach. We are only $626,000 away. I believe we can find these funds today, without making hurtful, educational sacrifices, based upon my in-depth forensic financial analysis. 

In addition,

•  I cannot vote for a budget that threatens to dismantle the unique and innovative Teacher Assistant educational model that Mr. Miller and Dr. Serio-Vaughan created in Todd School and,
• I cannot vote for a budget that does not withstand analytical scrutiny. The current Board performed no public financial due diligence, an important duty that it neglected. The BOE also has not provided projected actual expenses compared to last year’s budget. 

Patch: Are you satisfied with the board's budget planning process this year? What would you like to change about the process, if anything?

LL: See first response.

SM: Overall, I believe it was a positive budget process:

A)  The budget was driven by the Educational program and priorities;

B)  The budget was developed by the District Administration with clear direction from the BOE;

C)  The budget process was transparent, as the BOE and Administration provided more information to the community than had been provided in any prior year;

D)  The BOE provided and encouraged an open forum for community input and questions. I received a lot of positive feedback on this point;

E)    This year’s budget had an unusual focus on the long term. The current BOE has initiated a process to establish a community-driven long term planning committee;

F)   The BOE was thoughtful and deliberate, challenging the Administration to be innovative to maintain educational quality while reducing staff and costs. The 2013/2014 budget eliminates 34 FTE (full time equivalent) staff and provides $2.6 million in cost savings;

G)  The BOE renewed the Teacher’s contract early, including a salary cost of living and step increase freeze that saved the district a meaningful amount of costs. The teachers’ shared sacrifice is to be applauded and appreciated.

On the other hand, I do see opportunities for improvement next year:

A)  As the economy continues to be sluggish, residents must have confidence that all spending is done wisely. While we have been providing unprecedented financial information to residents, we will strive to present that information even more clearly in the future.  

B)  We should restore the Budget Advisory Committee. This year, we held many informal “Budget Cafes” to reach out to residents for their budget input. While these were generally well-received, we realized they should have complemented, not replaced, the more traditional role of residents who serve on the BAC.

JS: I am proud that I took a leading role in crafting the budget presentations to the community. I urged the administration to continue the budget process from the last 3 years, so that despite having three new board members, the budget process would provide continuity for the community. I would have liked the process to have begun even earlier, but I am proud of the way the board listened to community feedback and was dedicated to complete transparency. Questions asked were answered at the board meeting or later in writing. Suggestions and requests were adhered to, including a release of the line item budget, released earlier than in previous three years.

I have come to many board meetings over the last 3 years before joining the board and I harbored a great deal of frustration that my questions were rarely addressed and answered. This year, community residents stood up and offered to help, even going a step further and claiming to have additional ideas. These community members have been invited on multiple occasions to share their ideas and suggestions with the district in the best interest of our children and our tax payers. These individuals were offered multiple meetings, public and private. I understand that residents may have different opinions, and, as one example of my openness to dialogue, I have personally reached out to the two challenging candidates, Mr. Linder and Mr. Wasserman to share their thoughts or concerns with me, whenever they are ready.

The process this year was an improvement over past years, but it can be enhanced in the future. The process should be started earlier, which will allow the district to produce detailed figures earlier and even more community input.

PW: See first response.

Patch: What do you think of the role the district's administrators have played in shaping this year's budget? How would you like to see that changed, if at all?

LL: I want to compliment the Administration for doing what was required by the Board. Unfortunately, the Board did not adequately challenge the budget, nor perform enough critical financial analysis, nor review actual spending, nor request a budget based on actual spending that would have allowed us to meet the tax levy cap. It is the Board’s responsibility to challenge preliminary budget assumptions every step of the way in order to achieve the most efficient, cost-effective and rewarding outcome possible.

SM: The budget was developed by the Administration, with guidance, review, critique, and ongoing questioning from the BOE.

Boards do not build budgets; they perform due diligence, questioning and challenging assumptions, ultimately voting on the final proposed budget. The adopted budget is the budget that is presented to the voters on May 21st. 

I would not change this basic tenet to budgeting/planning. I am very proud of the thoughtful and responsible approach the Administration took in this 2013/2014 budget. I am also very pleased with the community involvement.

JS: The 2013-2014 budget was designed by the administration, embracing the long-term educational vision of many professionals, as our board decided to take more direction from professional educators. The program reductions were suggested by the administrators based on educational needs, rather than on board-mandated percentage cuts without regard to the quality of education. This is a major enhancement initiated by the board and I am hopeful that as long as I am a taxpayer in this district, educators will drive the educational decisions of the district.

PW: I commend the Administrators for creating a budget, as was requested by the Board of Education. They are our educational leaders and should always be a critical partner in the process. However, I am disappointed in the current BOE for not challenging the Administrators’ budget in any material or meaningful way.

Patch: Can you discuss what you believe to be an appropriate approach to managing the district's unassigned fund balance in the future?

LL: It is my understanding that prevailing guidance requires an unassigned fund balance not to exceed 4%. This fund balance is intended for emergencies and other needs that were unforeseen when the budget was officially adopted. Had this approach been adhered to this year, we would not be having to decide whether to cut programs, reduce teaching staff (beyond normal attrition and enrollment-decline) and/or increase class sizes.

Going forward, I believe that a prudent, bottom-up budget planning process based on program needs developed by our administrators should be our goal. The Board is responsible for assuring that the District’s resources are properly allocated and spent.

SM: Some years back, NY State modified the recommended percentage for unassigned fund balance, increasing it from 2% to 4%. While the state recognized the financial challenges that all districts were facing ,the specific acceptable level for any given district is based on that district’s specific facts and circumstances. In Briarcliff’s case, the proposed 3.59% unassigned balance is compliant with State-recommendations, and is fiscally prudent given the unfunded challenges and increasing costs we face. The level of unassigned fund balance is similar to comparable school districts in Westchester County.

JS: It is important that the district carries an unappropriated fund balance of 3-4% for emergencies, and to demonstrate financial strength. Careful analysis will show that comparable Westchester districts all carry an Unappropriated Fund Balance between 3-4%. It is even more vital for Briarcliff Manor, because the BMSD budgets closer to actual expenditures than any other district. In fact, BMSD has an appropriated fund balance, which is derived from excess revenue raised, of only $125,000 or 0.26% of the budget, the lowest percentage of any Westchester School District.  

PW: The key question is how the “Assigned Fund Balance” was handled.  The BOE says that only $125,000 of the initial $2.3 million is available. To the extent this is true, it is because the Board will exceed the original payroll budget by $1.4 million. This is unacceptable by any standard. I recommend an Independent Forensic Audit of the District’s finances with the first focus being on Payroll.  

Patch: Some residents have been critical of the lack of explanation surrounding Superintendent Neal Miller's separation and the appointment of James Kaishian as his replacement. What are your thoughts on this?

LL: In these trying times I am baffled as to why a well-vetted, capable and recently appointed superintendent such as Neal would be released in such an abrupt manner to the financial peril of the district. While I have profound respect for Jim, it is a mystery to many why Neal was removed from his position without any warning or explanation. 

SM: To be clear, the BOE recognizes that it has an obligation to the community to act openly, transparently and responsibly. There are times, as with this personnel matter, that our openness is limited by our legal obligations. Mr. Miller’s contract addendum included a confidentiality provision that guides what is appropriate to share. I do have full respect for Mr. Miller and I look forward to maintain a long term friendship.

As for Mr. Kaishian, we are quite fortunate to have someone of Mr. Kaishian’s experience, ability and deep understanding of our community and school district culture. Mr. Kaishian has demonstrated long track of success in our district and he has the Board’s full confidence and support. 

JS: I have the utmost respect for Mr. Miller and know him to be an individual of the highest character. The legalities of his separation agreement restrict me to comment in detail. Mr. Miller is a very good man and I wish him and his family the best in all future endeavors.

I believe it is always preferable for an organization to promote from within when sufficient talent is in place and the culture is sound. Internal promotion enhances moral, and allows the company to have a leader that understands and promotes the community’s vision. In addition, the decision to move forward with a carefully considered promotion from within the district helps alleviate the lack of continuity the district has experienced over the last 3 years. We are fortunate to have four people who are excellent Superintendent candidates, Mr. Kaishian, Dr. Sinha, Ms. Howard, and Mr. Mattey. Jim Kaishian was interested in the job, highly qualified, and in the process of obtaining his doctoral degree. In addition, Mr. Kaishian is a 10-year employee who not only understands the school district, but also has a good feel for the community that supports this district.

PW: The Board agreed to a separation agreement with Mr. Miller, who seems to be a man of honor and had great accomplishments.  It hired a new Interim Superintendent, the most important job with which a School Board is charged, with absolutely no public input. This is not a criticism of Mr. Kaishian; rather it is an indictment of the Board.   Mr. Miller is going to receive a substantial separation payment.  If this was a resignation, it is the first time I’ve seen an individual be paid to resign. 

Patch: What are your thoughts on how the district has handled the remediation of the high school athletic fields?

LL: I think that the district has handled the field remediation in a responsible manner, given the unfortunate circumstances leading up to the present situation. The history of the choices and lack of regulatory compliance regarding our polluted fields offers a cautionary tale. Hasty and poorly considered decisions concerning District resources can result in unnecessary financial burdens being forced on our taxpayers.

SM: The remediation of the middle/high school fields began under the previous BOE and has been actively continued by the current BOE. Both the past and current BOEs have tried to provide full disclosure to the community, and have taken an abundance of caution to ensure the situation was managed to the highest standard. I am pleased that the both the Department of Health and the Department of Environmental Conservation have approved the District’s remediation plan, and I appreciate the tireless work of all who were involved over several administrations.

JS: The remediation of the high school fields was an issue I inherited when I joined the board. The board, in careful discussion with our expert consultants, designed a simple game plan: Rely on Transparency. The board reviewed all of the testing data, expert opinions, and the potential remediation options. We organized a special meeting to discuss the remediation options with the public, and created mailers to describe what the concern was and the results of the testing data. Further, the board assured all constituents that the board would not move forward without Department of Health and Department of Environmental Conservation approval. All approvals have now been received and remediation efforts will begin next year, under the strict supervision of our consultants, HDR.

PW: The puzzling part is how these fields were built in the first place, when many years ago, the District had signed a Consent Order not to build anything, including a parking lot. We even built part of the field on property we don't own. This is what happens when there is not proper oversight. The last BOE took on the daunting task of bringing the old Consent Order up to date. I believe they did an exceptional job.  

Patch: Can you discuss briefly your long-term vision for the district and plans to help maintain and grow its success as a board member?

LL: Although the immediate financial issues we face certainly are very real, they pale in comparison to the challenges that lie ahead on the financial, educational and regulatory horizon for this district. For the long term, I intend to be a participant and active contributor to open, financially and educationally sound choices that fulfill the promise of a complete education within the context of our entire community.

SM: In terms of the vision, my first priority is enhancing the quality of our educational program for all students. Achieving this long term goal rests on four major elements:

• Quality teachers and administrators who are actively engaged;
• A K-12 focused curriculum utilizing best-in-class content,
• Maintaining the practice of early intervention to address learning issues so that corrective action is taken;
• Ensuring our program encourages and motivates our student to be the best they can be by providing full enrichment including the arts, sports, clubs, life skills, effective guidance and college preparation activities.

In addition, the positive involvement by community parents has been and will continue be an important factor in student success.

Our vision is always guided by the fiscal responsibility shown by making smart and sustainable choices. The Board has demonstrated this approach and I am personally committed to this objective. The Board is establishing a Long Term planning committee to elicit community involvement, which we believe is vital to the effective functioning of our representative board.

JS: The key to advancing this district is proper long term planning, but it all starts this year. One of the main reasons the board decided to approve the administration’s 2013-2014 budget is based on long term planning. The majority members of the former boards had expensed more than raised in revenue the last 3 years, raiding the reserve fund to fund ongoing operations. That is not a sustainable formula for future growth and success. Our budget maintains quality education, but is fiscally sound and efficient.

PW: I would work towards providing more opportunities in STEM (science, technology, engineering, and math), the fields in which many of the rewarding careers will be created in a rapidly changing century. We need to elevate the education of all of our children, and provide more areas for enrichment. I would ask for a critical comparison of our educational system versus what other districts are doing with great success.

I would work to retain all of our Teaching Assistants. Mr. Miller and Dr. Serio-Vaughan developed an innovative and unique program by having two certified teachers in every Todd School class at a very affordable cost. I don’t know of any Todd School parent who doesn’t believe that our program is something special.

I would work towards fixing the district's finances in an inclusive and professionally thorough manner. I believe that the budget is overstated and that we can develop a tax compliant budget without making educational sacrifices. In a declining enrollment environment we should have the resources to improve our children’s educational experience.  

Patch: Can you list any other issues you especially hope to address if you are elected?

LL: I would like to see more attention paid to improving the environmental efficiency and sustainability of our plant, grounds and water usage. Not only will this provide a healthier, more attractive campus, but it will also save money and serve as a planning model for our kids to aspire to in the future. 

JS: The school needs a long term projection to come from the long term planning committee that the board has recently organized.  The success of the long term planning committee can help form the base for a long term vision.  The advancement in digital curriculum is an opportunity that the district should explore, and determine if it is affordable and effective for our community. 

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There will be a "Meet the Candidates Night" on Wednesday, May 15 at 8 p.m. in the Briarcliff Middle School auditorium. The session will be moderated by the League of Women Voters and audience members will be able to submit questions, in writing, prior to the start. The forum will be broadcast live on local access television.