Five seats are open on Lehighton Area School District’s Board of Directors. Ten candidates all crossfiled and will be on both the Democratic and Republican ballots. They include two incumbents, Joy Beers and Duane Dellecker; and Timothy Tkach, Darrin Dotter, Lory Frey, Denise Hartley, William Howland, Kirk Henritzy, Alex Matika and Kasara Weinrich.

Candidates’ background

Joy Beers: Current school board president, Class of 1994, engineering degree, local business owner. Having been on the board for eight years, I sat through the Dave Bradley years and also participated the rebuilding years. There is a lot more work to be done to make our district the best school in Pennsylvania.

Duane Dellecker: I am a longtime resident, parent and taxpayer in the LASD. Having run departments for county and local government for over 35 years, specializing in zoning and building codes, I have extensive experience in grant writing, budgeting, working with boards and committees, creating education materials and developing and administering programs. The combination of education, knowledge of rules and regulations and years of practical work and living experience makes me an excellent candidate for this position.

Darin Dotter: Graduated from Lehighton, Class of 1983. Married to Janet Dotter for 35 years. Children, Amanda and Kenny. Amanda graduated from Lehighton, Kenny from CCTI. Currently serving as a board of director for the Mahoning Valley Ambulance Association, Sunday School teacher, purchasing agent, Lehigh Asphalt Paving. Past positions: EMT, president, East Penn Twp. Vol. Fire Co. and East Penn Baseball Association, sports coach, interim pastor, and trustee chairperson.

Lory Frey: I was born and raised in Lehighton. Graduated from Lehighton in 1978. Recently retired from Lehighton Area School District after 30.65 years. Working at the middle school and administration gives me an over view of all facets in the district — I am a cancer survivor, church volunteer and prior worship leader for a praise band.

Denise Hartley: I graduated from Lehighton High School and continued my education at Arcadia University, obtaining a B.A. in psychology. I have spent my career of over 20 years focused in health care: first, in social services and now in finance. I am an ideal candidate for the school board because of my background in financial maintenance of multimillion-dollar facilities that serve vulnerable members of society.

Kirk Henritzy: As a LAHS graduate of 1999, I enlisted into the Marine Corps and served four years active duty. During my enlistment, I served as an instructor in many different areas throughout my military service. I have obtained a degree in hospitality management. I have lived in the LASD for the majority of my life. I have a common sense approach to life and plan to impact the Lehighton Area School District in that manner.

William Howland: I’ve lived in the Lehighton Area School District for 25 years, where my wife Suzanne Howland, the high school principal, and I raised two LASD graduates. Though originally from New Jersey, Lehighton is home. I’ve practiced dentistry here since 1999 and owned my practice for 21 years, proudly contributing to the community for over 26 years.

Alex Matika: I’m a 2010 graduate of Lehighton Area High School, East Penn Township resident and father of two young children entering the district. After graduation, I obtained my doctor of pharmacy at Wilkes University, and completed two years postgraduate residency training specializing in infectious diseases at Jefferson Abington Health. I’m currently an infectious diseases specialist at St. Luke’s University Health Network, where I also serve as an adjunct professor for the Temple-St. Luke’s School of Medicine.

Timothy Tkach: Born, raised and lived my entire life in Lehighton. Enjoyed 39.5 year. in the field of education. Started as a business education teacher at Bethlehem Catholic in 1982 and then went to Stroudsburg Area in 1984. I returned to Lehighton in 1997 in administrative roles. I was the middle school assistant principal, middle school principal, high school principal, director of curriculum and instruction and assistant to the superintendent before retiring in December 2022

Kasara Weinrich: I was born and raised in Lehighton, graduated from LASD in 2008, and am a proud mom to two students in the district. I hold a B.A. in English, an MBA focused on data and analytics, and I’m completing a Ph.D in anthropology. I teach at the graduate level and work in AI and generative technologies. I bring a “think global, act local” mindset to everything, especially when supporting this community I call home.

What should the board’s approach be to maintaining a healthy fund balance versus using those funds to reduce the need for tax increases?

Beers: The fund balance is about $15 million, which is approximately 30% of the annual expenditures. Taxes cannot be raised when the fund balance exceeds 8%. In the past, boards have used a loophole in the law that allows for a portion of the fund balance to be “assigned” and therefore they have been able to raise taxes even when the fund balance exceeded the 8%. I will not use loopholes to overtax the community.

Dellecker: Having a budget that is nearly $50 million, with a tax rate of over 50 mills ($50 for each $1,000 assessed value), is breaking the backs of hardworking residents. I support a strong fund balance to cover up to 3 months of expenses; anything more than that should be returned to the taxpayers as a tax reduction.

Dotter: I wouldn’t support spending the fund balance. I would research ways to invest a portion of the balance into a higher interest earning account. By doing so, we could offset a future tax increase.

Frey: The district should develop a plan in relation to building maintenance, curriculum development and budget each year accordingly based on those needs. A healthy fund balance provides a buffer for unexpected costs and revenue shortfalls down the road. Depleting the fund balance will result in higher tax increase to taxpayers.

Hartley: The fund balance can be maintained by actively managing the funds. This is achieved by a multipronged approach: setting specific financial goals, investing current funds prudently, and consistently monitoring and setting internal controls to avoid unnecessary use of funds.

Henritzy: The approach to maintain a healthy fund balance versus using funds to reduce the needs for tax increases is a simple process. We need to manage the funds to operate within our means, but at the same time putting the students first. I plan on making good choices, on the decisions which are presented, to maintain that balance, so the burden does not fall on the taxpayers residing in the district.

Howland: I believe it’s essential for the district to maintain an adequate fund balance to cover unforeseen expenses that fall outside the regular budget — without compromising the needs of our students, facilities and staff. Relying too heavily on this fund until it’s depleted only leads to steeper, more painful tax increases down the line. As a business owner, I understand the importance of maintaining healthy cash reserves to ensure long-term stability.

Matika: Using the general fund balance to offset the need for tax increases is convenient, but unhealthy and unsustainable. Inevitably, the balance will deplete, an unbalanced budget will remain, unexpected events requiring urgent funding will occur, and massive tax hikes will follow. Instead, I favor proactively utilizing creative solutions to ensure revenue exceeds expenditures, including multidisciplinary and incentivized local, state, federal and private grant procural, and consider modest tax increases only when alternative solutions are exhausted.

Tkach: We need to practice Stephen Covey’s quote: “Seek first to understand, then be understood.” We need to meet with the superintendent, business manager, appropriate staff personnel, and learn what makes up the fund balance and how can it be used. If our fund balance keeps increasing we need to look at our overall budgeting process, cash flow and other variables that affect the budgeting process. We need to find a balance between the two.

Weinrich: The current fund balance is well above national benchmarks, typically 17% of annual expenditures, but forecasts show potential full depletion by 2030 without decisive action. I support using reserves carefully to prevent sharp tax hikes, while planning now for shortfalls. That means pursuing grants, earning interest on reserves, and reducing costs through shared services, like technology or transportation, and energy upgrades. We can protect taxpayers, especially seniors, while building a sustainable, transparent financial strategy.

How will you support continued student growth, particularly as measured by state assessment tests?

Beers: In the past four years, the board has approved the purchase of new curricula by supporting the effort led by the assistant to the superintendent, and this has led to improving scores. However, the scores are still not acceptable. The board needs to work with the administration to identify and execute options to continue improvement. It is likely that the form that this will take will be employee training and additional new curriculum.

Dellecker: The state averages are abysmal. The LASD scores exceed state averages and have increased under our current board. We must teach our children “how to think” and not “what to think.” Concentrating on core subjects, reading, writing, arithmetic, social studies and civics, combined with home economics, music and sports, will help teach children “how to think” and work with others. A solid educational system will help girls grow into ladies and boys grow into me

Dotter: I support bringing shop classes back to the middle school and making sure faculty have the tools needed to see students succeed.

Frey: A team of administrators and teachers have researched and recommended programs in the past few years. Supporting student growth begins in the classroom. I will promote professional education in these programs which will allow the teacher to better educate our students.

Hartley: Student growth will be increased by understanding the demographics of the student population and providing support based on the demographics and looking at the test scores to see what areas the school needs to provide additional support for student growth,

Henritzy: I would support student growth by evaluating the assessment results and address the areas of concern that need to be improved. This and test taking skills would become a priority for our educators in the classroom. Like many things in life, there needs to be a strategy for the students to improve their learning skills and also having a better approach to taking exams.

Howland: We need to support the development of a vertically aligned curriculum that begins in elementary school and continues seamlessly through 12th grade. It appears that Mr. Moser has already taken important steps in this direction. As a board, it’s our responsibility to encourage the continuation of this initiative and provide the necessary support to our teachers, staff, and students. With thoughtful implementation, we can expect to see meaningful growth in state assessment scores.

Matika: Improving academic proficiency on state assessment exams requires a multifactorial approach. It is prudent to ensure the curriculum aligns with state standards as best as possible. This includes trusting our educators to interpret state guidelines and apply them to their lesson plans. We should strive to use performance data to identify gaps based on subject matter and direct our efforts towards improvement in those areas. We should lastly explore strategies for student engagement and incentivization.

Tkach: Once we receive the state data and review its results, we can analyze and extrapolate the strengths and weaknesses. This work will be accomplished with central and building administration, department heads and teachers. Based on our findings, we will review the curriculum needs and instructional methods, used by teachers in content areas per building grade levels on a yearly basis. This information will drive the instructional methodologies for student success based upon their learning modalities.

Weinrich: Student growth is dependent upon alignment between our curriculum, assessments and the real needs of learners. I’ll support early interventions using tools like i-Ready, while advocating for dedicated time and resources, like planning support, coaching and materials, so educators can respond to students’ needs. We must foster a culture where educators and support staff feel safe asking for support. When we invest in both targeted instruction and staff well-being, meaningful progress becomes achievable and sustainable.

How will you balance the increasing costs of facility maintenance with the financial impact on taxpayers?

Beers: The best approach for minimizing facilities costs is to ensure that appropriate maintenance is performed. Our district needs several things to accomplish this: an asset directory, a capital management plan and a maintenance plan. I have no intention of launching new construction projects, these projects waste money that can be spent directly on staff and students. By maintaining current facilities, we can focus on spending where it can really count.

Dellecker: Facility maintenance is paramount if we want to avoid getting into another fiasco down the road, whereby facilities are sold off for pennies on the dollar, only to be used for virtually the same purpose, and then spend tens of millions constructing a single elementary center so board members can have their names on a plaque. We are currently working on a maintenance plan to make sure this does not happen again.

Dotter: I would like to see a 5- and 10-year plan on all buildings and associated equipment. By doing so, you can form a plan for repairs before they turn into a major expense. This plan would require yearly revision

Frey: We need to develop a yearly preventative maintenance plan with long term evaluation on all buildings and equipment. Look into cost saving measures that can help to increase the capital project fund each year to alleviate the burden on the taxpayers.

Hartley: Balancing facility maintenance versus the cost to taxpayers can be addressed by prioritizing resource allocation based on the need, spending funds on regular maintenance to avoid sudden unexpected expenses and making the taxpayers aware of large expenses and considering their viewpoints before making any decisions.

Henritzy: There needs to be harmony in an environment to create a positive energy. The maintenance costs need to be closely monitored to stay within the budget, as well as allocating money to address future concerns. We also need to take a proactive approach to maintenance rather that a reactive approach to maintain anything to last or exceed their estimated lifespan to eliminate unbudgeted costs, so that the taxpayers are not impacted negatively.

Howland: We should diligently perform preventive maintenance on the systems to prevent large failures of the district mechanical infrastructure. Utilizing a healthy fund balance can help offset some of these costs and can help if something large fails and needs replacement — thus eliminating or minimizing additional financial burdens on the taxpayer.

Matika: With the rising cost of building materials, appropriation of adequate maintenance funding while preserving modest tax rates is a delicate balance. As school board director, I plan on prioritizing facility maintenance that directly impacts student well-being and ability to perform at the highest level. Secondarily, routine maintenance focused on preserving the life of our most highly invested structures and capital will be prioritized next to prevent the need for more costly replacements in the future.

Tkach: Review yearly budget NEEDS with appropriate personnel. The facility maintenance dollars need to be a yearly budgeted amount. The dollar amount needs to be for the “yearly/general maintenance,” a certain percentage for emergencies and future planning of asset replacements. These dollar amounts will be based upon the wear and tear and their life expectancy. When budgeting, you’re always being proactive and accounting for current and future needs with minimal financial effects on the taxpayers.

Weinrich: A recent board presentation outlined several critical facility projects already identified. While we can’t predict every emergency, we can plan ahead through regular assessments and long-range capital planning. I support energy-saving upgrades, using grants and capital reserves, and investing in revenue generating accounts to ease the burden on taxpayers. With transparency and strategic foresight, we can care for our schools, prioritize student safety and manage rising costs without shifting the full burden onto our community.

If elected, what will your top priorities be?

Beers: My top priorities will be: to create a stabilized five year financial plan to control escalating costs of education, to eliminate institutional weaknesses (for example when the pandemic arrived and our students didn’t have laptops), and to develop students into well-balanced citizens. Our students need to be taught not only the basics, but also skills of resiliency and self-reliance.

Dellecker: I was appointed to a board vacancy 6 months ago. Since that time, we have updated many policies. We now have a new policy dealing with nepotism. It is hard to believe that no such policy existed previously. Having toured the facilities in January and asked questions regarding the maintenance and upkeep thereof, it became clear that a facilities maintenance plan is needed so taxpayers are never saddled with another huge building project.

Dotter: The students are my top priority. We need to make sure that they are receiving the best education we can provide. As for the staff, we need to make sure they are supported. In regard to the taxpayers, by monitoring expenses we can keep taxes steady.

Frey: Supporting programs throughout the district that would improve the education, health and safety of all students. Focus on needs, not wants to be fiscally responsible. Develop a preventative maintenance plan with a long-term outlook. Research and apply for available grants that will help fund the district.

Hartley: My top priorities as a school board member would be continuing the current board’s success in managing the budget, providing support to our students and community, and being open minded to new clubs and education suggestions brought forth by members of the community.

Henritzy: People like to speak and feel a sense of acknowledgment. I am an approachable person and a good listener. I am a free thinker and take pride in the fact that I will always listen to both sides, before making a decisions. My “door is always open.” If you have a specific question, I’ll try my best to give you a logical answer. I am always willing to lend a helping hand.

Howland: We must keep working with Mr. Moser, curriculum leaders and administrators to align K-12 instruction and give teachers the tools they need for lasting change — knowing this takes time and long-term school board commitment. I also aim to improve outreach to families about the value and affordability of postsecondary education. First-generation college students face unique barriers, and with better support and communication, we can help them access opportunities and reach their full potential.

Matika: Some high-level priorities include increasing the rate of graduates pursuing secondary education and other forms of advanced training while maintaining support for those interested in directly entering the workforce. Additionally, I plan to collaborate with educators and administrators to apply evidence-based solutions to address our deficiencies with state assessment scores. The objective of these and other priorities is to cultivate success for future professionals who will stay or return home and help strengthen our community.

Tkach: My top priorities will be in restoring respect, credibility, integrity both financially and educationally, for our students, staff, taxpayers, school district and community. The community of Lehighton and Lehighton Area School District are jewels in Carbon County. We have the best students, staff, parents, and facilities to promote educational growth and opportunities that everyone can be proud of and achieved in a fiscally responsible manner. Make Lehighton No. 1 in Carbon County and the State.

Weinrich: My priorities will evolve with the district’s needs, but I’ll always center student success, teacher support and intentional leadership. I bring a future-focused perspective, grounded in education and innovation, to help prepare students for the agility tomorrow demands. That means supporting educators with time, tools and trust; creating enriching learning environments and making sustainable financial decisions. Above all, I’ll work to rebuild trust through transparent, collaborative leadership that puts students first.