Four seats are open for Pleasant Valley School Board director. We asked the five candidates about budget, education and priorities. The candidates are listed in alphabetical order with their answers.

Norman A. Burger

Town: Gilbert, Chestnuthill Township

Background: Polk Township native, BS Mathematics, MS Computer Science, military service 22 years, worked in aerospace industry 20 years, developed and managed plans/budgets in the tens of millions annually, military, aerospace and university instructor; with a brother, owned construction company for over 30 years; PV School Board member 2019 to present.

How the board should maintain a healthy fund balance versus using those funds to reduce the need for tax increases: This is a “How much is enough?” question regarding the responsibility to provide for the collective good. For each school district, the desirable fund balance depends on its programs and future plans. Variables to consider include: economic conditions affecting property tax payments, delayed state and federal payments, inflation impact on commodity costs, planned facility improvements, existing contracts, plus provision for unanticipated expenses. This will help the board determine its reserve fund balance.

How you will support continued student growth, particularly as measured by state assessment tests: Although progress has been made, student achievement at Pleasant Valley, the state, and our nation remain below pre-COVID levels. Our board and administration remain committed to provide PV students multiple opportunities to reduce/eliminate the learning gap. This includes additional classroom instruction resources, online assisted learning available 24/7, after-school tutoring and summer learning recovery sessions. As student progress data becomes available, our syllabus and education plans will adjust learning emphasis to address shortfalls.

How you will balance the increasing costs of facility maintenance with the financial impact on taxpayers: In many cases, inflation is the primary reason for increased maintenance costs. Inflation is beyond the control of the school board. Things that are within the board’s control include: sound maintenance practices, being proactive in the resolution of maintenance issues; following sound procurement procedures for item replacements, competitive contracting and keeping employee trained on the proper use and maintenance of school district property. Sound management analysis determines when in-house maintenance costs less.

Top priorities: My priorities and goals are to work with the board and administration to: Improve student achievement and graduation rates; provide our students a sound, safe and effective learning environment; complete the high school renovation on-time and within budget; continue taking steps that foster and enhance effective communications and open dialogue; maintain a balanced budget; and work with our state elected officials to expand career and technical education opportunities.

Janet Dooner

Town: Kunkletown

Background: I am a wife, mother of 4 and dog rescuer. While pursuing my master’s degree, I collaborated with postsecondary students as a mentor and leader. During my children’s attendance at Pleasant Valley, I volunteered for classroom, athletic, club, and community activities. Ideally parent/guardians engage in the district as a local form of government to foster student academics in a safe and welcoming environment supported by the community.

How the board should maintain a healthy fund balance versus using those funds to reduce the need for tax increases: School boards have a moral, lawful commitment to the present and future community to balance budgets through stable and prudent funding practices. Carefully consider transfer of funds to the General Fund and Capital Fund to avoid subsequent compounding tax increases. Keeping the target healthy fund balance with minimum 5% allocation to the unassigned funds protects the district in times of economic uncertainty. A practical target of 5-8% in assigned funds provides sound fiscal guard rails.

How you will support continued student growth, particularly as measured by state assessment tests: School boards support continuing student growth measured by state assessment tests with a holistic approach based on the district’s current practices, data driven instruction, and personalized learning opportunities. Continue to align the district’s curriculum to standards, particularly to improve math outcomes. Incorporate teacher input along the way to improve their investment and retention. Engage family, and the community to regularly evaluate short-term progress while sustaining long term goals to exceed standard markers.

How you will balance the increasing costs of facility maintenance with the financial impact on taxpayers: Facilities maintenance and management require strategic planning, prioritizing prevention, efficiency, and communication with the local taxpayers. A comprehensive data driven plan highlights facility and operational needs within general principles of school district financial management. Focus financial and human resources on building/ground safety and educational impacts in the short and long term, optimizing budget allocation. Seek continued alternative funding sources. Grant sources and possible crowd funding for targeted grounds improvement could alleviate tax revenue.

Top priority: My desire to serve and represent the West End Community stems from a compelling rationale to advance a clear and open dialogue with people. Continuing communication about the capital improvement projects with students and families, while stressing safety and education priorities. Open discussion on these pertinent topics is paramount to building community trust in board members’ ability to serve the people in the local community. Working alongside the local government and residents will be crucial.

Denise Hopely

Town: Polk Township

Background: A retired business teacher from the Pleasant Valley School District where she lead the school’s Future Business Leaders of America Chapter for eight years. Her students went on to become National Championship winners in 2024.

How the board should maintain a healthy fund balance versus using those funds to reduce the need for tax increases: The board should take a proactive and strategically sound approach to financial management, ensuring that the annual budget is both fiscally responsible and aligned with the district’s long-term goals and priorities. Maintaining a healthy fund balance is essential to preserving financial stability, supporting operational continuity, and preparing for unforeseen fiscal challenges.

Stakeholder engagement should be an integral part of budgeting, with community input gathered throughout the year to ensure transparency, accountability, and alignment with priorities.

How you will support continued student growth, particularly as measured by state assessment tests: I will be committed to helping every student succeed by supporting a thoughtful, data-informed approach to teaching and learning. We’ll work with educators to understand how students are doing so that instruction can be tailored to build critical thinking, problem-solving, and real-world skills.

For students who need extra support, we’ll focus on early intervention.

Strong communication with parents and guardians will be a key part of this effort. When schools and families work together, students benefit.

How you will balance the increasing costs of facility maintenance with the financial impact on taxpayers: We should be committed to being a responsible steward of both our facilities and taxpayer dollars. School Board Directors should implement a regular maintenance schedule to stay ahead of costly repairs and ensure our buildings remain safe. Long-term maintenance and capital improvement plans will be carefully aligned with our financial planning to avoid unexpected expenses and manage costs.

We will collaborate closely with district staff to identify priorities, improve operational efficiency, and make cost-effective decisions.

Top priority: I believe our community deserves a bigger role in shaping the future of our schools. If elected, I will work to bring everyone back to the table through open forums, regular updates, and clear communication across social media, newsletters, and other easy-to-access platforms.

Next, I’m committed to smart, balanced budgeting.

Finally, I believe in keeping everyone informed. I’ll make sure that communication is open, honest, and clear so that everyone knows what’s happening in the district,

Diane Serfass

Town: Kunkletown

Background: 22-plus years of experience in school district administration, Pennsylvania Certified School Business Administrator, Experienced in construction management, contract negotiations, budgeting, human resource/personnel resolution, grant monitoring, governmental accounting regulations, Food Service knowledge, and auditing requirements. BS in management with a concentration in Accounting and a BA in economics. I have been a taxpayer in PVSD for 49 years.

How the board should maintain a healthy fund balance versus using those funds to reduce the need for tax increases: PV has assigned, committed, unassigned and non-spendable fund balances. PV should not use fund balance to balance budgets annually. A depleted fund balance takes years to rebuild. It’s best to use fund balance by assigning/designating it after annual audits. This assures fund balance is available for emergencies. Zero tax increases for years can cause large increases in one year which creates a tax burden on the taxpayers. Financial planning is the key to financial success.

How you will support continued student growth, particularly as measured by state assessment tests: Analysis of testing results is a must to see where our students fall in comparison to state measurements. Based on scores, PV may need to adjust teaching methods, materials or new programs altogether. PV needs to have a 5-8 year refresh plan for core subject matter so the expenses are spread over time not all in one budget cycle. Grants should be used to lessen the burden on taxpayers by not utilizing general fund dollars.

How you will balance the increasing costs of facility maintenance with the financial impact on taxpayers: A solid capital improvement plan is a must! Reviewing the plan annually, keeps the most critical projects at the top of the list. Continued use of the bidding process and joining consortiums for best pricing. Reviewing bond issues for refinancing at a better interest rate helps reduce debt so the general fund budget may need a smaller tax millage increase at times. A capital reserve fund balance helps to keep tax increases to a minimum.

Top priority: The education of our students and their safety while in school. I would work with various committees to ensure we are using the current programs of studies and creating a great learning environment for all students. PV needs to have competitive salary and benefits to attract and maintain the best staff possible in all areas. I would participate in contract negotiations to achieve equitable contracts. Educating the taxpayers on the financial status of PV so they understand why the board makes certain decisions. The board is held to state and federal regulations on many things so getting all the facts out to the taxpayers and parents is imperative.

Melanie Zipp

Town: Brodheadsville

Background: I am local to the area and both of my children graduated from Pleasant Valley. I have a BA and MS in Chemistry as well as an MBA. My career background is in the pharmaceutical industry where I have held multiple leadership roles with progressive levels of responsibility. As a recent empty-nester, with a husband who is always actively involved in the community, I am looking for a meaningful way to give back and contribute.

How the board should maintain a healthy fund balance versus using those funds to reduce the need for tax increases: We are currently meeting the minimum required fund balance, but the operative word there is ‘minimum’. That balance is intended to support the district through unforeseen circumstances in the future. As a board, I think we need to maintain that fund balance while collectively and respectfully questioning the operational expenditures and asks, seeking to understand the information provided, understanding the benefits and risks associated with the decisions, and ensuring due diligence when supporting the asks.

How you will support continued student growth, particularly as measured by state assessment tests: To continue to grow and improve our student performance, we need to do some things differently. As a current board member, I have supported new curriculum, programs, staff resources, learning materials, and teaching tools to help the district achieve success in student outcomes. If reelected, I would continue to support those efforts for the district.

How you will balance the increasing costs of facility maintenance with the financial impact on taxpayers: It is important to understand that not all facility needs are equal. There is a list of the larger needs for each of the facilities which needs to be kept current, reevaluated, and re-prioritized on a routine basis. Concerning ongoing facility maintenance, it is important to understand the budget, seek grants, ask questions as existing service contracts near conclusion, and support decisions in the best interest of the district with a long-term focus.

Top priorities: If elected, my top priorities will be to continue supporting activities related to improving student growth and outcomes, participating in the Citizen’s Advisory Committee and helping the committee continually evolve to improve communication and strengthen community relationships, and to provide whatever support I can through the execution of the renovation project.