Thank you to everyone who completed our recent budget survey.  You are to be commended for taking the time to provide information to not only NJASBO, but also to your colleagues.

At the time of this writing, we received an impressive 209 responses! As promised, the full data set will be available to NJASBO members in the Members Only section of our website. Here we provide an overview of the results from those 209 districts. The survey responses represented every county, enrollment range, budget size and district type, which should provide comparative data for every district. Additional data elements and detail on those summarized here are available in the full data set. Again, we express our appreciation for your time and expertise; you are amazing!

The survey results highlight a consistent and concerning trend that is not surprising to our members. Cost pressures continue to outpace available revenue growth, requiring difficult fiscal decisions statewide.

Revenue and Tax Trends
Districts reported an average general fund tax levy increase of 5.37%, with the levy accounting for approximately 66.7% of total general fund revenues. The average homeowner impact was $300 per year. State aid growth averaged 3.5%. 

Escalating Cost Drivers
Healthcare costs increased by an average of 20.6%, representing the most significant pressure. The majority of respondents indicated Chapter 44 has negatively impacted their district, with rising healthcare costs and reduced employee contributions increasing the fiscal strain. Forty-eight percent of those who responded indicated salary increases in the 3-3.5% range and another 45% indicated salary increases for next year in the 3.5-4% range.  The number one cost increase in dollars was health benefits followed by salaries, while special education, transportation and utilities continue to be major cost drivers across districts as well.

Use of Adjustments and Reserves
Eighty-nine percent of responding districts were eligible for healthcare adjustments and of those eligible, an average of 77% of the available dollars were used. Many districts also depended on extraordinary aid estimates, projected surplus, as well as fund balance and reserves, including capital and maintenance reserves to fund their 2026-2027 budgets..

Staffing, Programs and Services
Fifty-nine percent of responding districts (123 of the 209 responses) reported staff reductions. These reductions included teachers, aides/paras, administrators, and support staff. The majority of responders indicated they experienced reductions through attrition, however layoffs and reducing staff from full-time status to part-time status were also significant.  While the majority of responders indicated that they had not cut programs or services, the range of budget cuts in addition to salaries hit almost every cost center. Fifty-four percent of the districts who responded are deferring maintenance.

Looking Ahead
Most districts have concerns or are unsure of structural deficits looking ahead to the next two to three years. Only 23% report no concerns regarding structural deficits in that time period. Given the number one response for a new tax cap adjustment would be for out-of-district special education tuition and the number two would be for salary increases, it is apparent that the 2% tax levy cap is widely viewed as insufficient under current economic conditions. (Note: There is currently a health benefit adjustment, although it does not align with what districts are actually experiencing.)

Key Takeaways
The following conclusions were evident in the responses we received: Expenditures continue to outpace revenues, districts rely on one-time solutions, staffing reductions and program cuts are increasing, and the tax levy cap structure remains misaligned with current fiscal realities.

NJASBO Advocacy Focus
NJASBO will continue to advocate for addressing healthcare cost growth, reforming special education funding, increasing tax levy flexibility, and ensuring predictable state aid to support district stability.

DANA PAWLAK RECEIVES BILL PAPPALARDO DEDICATED SERVICES AWARD

The NJASBO Associate Business Members (ABM) are proud to announce that Dana Pawlak of Simplify has received the Bill Pappalardo Dedicated Services Award.

The award honors special ABM colleague and past President (2012-2014) William “Bill” Pappalardo, who was known for upholding the integrity of the ABM role. The purpose and intent of this award is to recognize an ABM who has dedicated their time, efforts, and expertise to better NJASBO, while capturing Pappalardo’s spirit of honor, integrity, and dedication.

The NJASBO Associate Business Member Executive Committee may nominate individuals (not firms) that fit the following criteria:

• Active Member of NJASBO within the past 12 months (retired individuals can be nominated for up to one year after their last active membership term);

• Has demonstrated exemplary service to the NJASBO organization;

• Is considered a leader or resource for other ABMs;

• Has served a full-term on the ABM Executive Committee and/or been active in other NJASBO Committees;

• Is not a current member of the ABM Executive Committee; and,

• Has been a NJASBO Member for a minimum of 5 years.

Pawlak truly embodies the spirit of Bill Pappalardo. Pawlak has served on the ABM Executive Committee and selflessly donated her time in every position she held, which continued through her presidency during the 2022-2023 school year.

A graduate of Caldwell University, Pawlak was a member of the school’s first ever women’s soccer team. She proudly played goalkeeper while working toward her bachelor’s degree in education.

Pawlak currently works for Simplify Chemical and Janitorial Solutions. Simplify is a New Jersey-based distributor that specializes in cleaning systems for schools, local government agencies, and private companies across New Jersey, New York, Delaware, and Pennsylvania. Products include environmentally preferred cleaning supplies, paper products, plastics, dispensing systems, equipment, and more.

She started working with public schools in 2003 focusing on integrated pest management. In 2013, she changed course and began working at a janitorial supplies company, where she focused on green cleaning and sustainable solutions for K-12 schools and had the opportunity to train and educate facilities personnel on safe and proper cleaning procedures.

Pawlak has been working with schools for the past 22 years and she has a passion for sharing her knowledge about keeping schools clean and safe, which is exemplified by her presentations at various associations for which BAs attain educational credits. She is also involved with the New Jersey School Buildings and Grounds Association, where she provides training and support for districts across New Jersey.

Pawlak is a believer in doing what makes you happy. She loves empowering those around her to not only understand the importance of keeping our schools clean but doing so safely and effectively.

ASSOCIATE BUSINESS MEMBER PARTNER OF THE YEAR: ALAN WALKER, ATLANTIC, TOMORROW’S OFFICE

Each year, members of NJASBO nominate an Associate Business Member and/or his or her company/firm/organization for its ongoing efforts to be an extraordinary partner to School Business Administrators and the districts they serve.

The ABM Partner of the Year recognizes an ABM in good standing who:

• Has been a strong business partner to New Jersey school districts;

• Has taken extraordinary measures to meet a district’s needs; and

• Is considered professional and credible by school district officials.

The ABM Partner of the Year award is selected by the ABM Executive Board and NJASBO. 

This year’s ABM Partner of the Year is Alan Walker from Atlantic, Tomorrow’s Office. 

Walker has a long history of service with NJASBO, and started his career working with New Jersey School Districts in 1993. He was a proud member of the ABM Executive Committee from 2013 through 2017; and held the office of President during the 2016-2017 school year. Walker’s service extends to his home town of Freehold Township, where he has been a governing body member since 2020. He currently serves as Deputy Mayor. Additionally, Walker was a Freehold Township Parks and Recreation Commissioner from 2010-2019, serving as Chairman of the Commission in 2018 and 2019.  

Walker has received additional recognition for his NJASBO service in the form of the Bill Pappalardo Dedicated Services Award in 2023 and an honorable mention for an “Above and Beyond Award” in 2009. 

About Atlantic, Tomorrow’s Office

Atlantic,Tomorrow’s Office is an organization that provides copiers, document management, managed print services, and managed IT services to school districts in New Jersey. The organization also serves clients in the New York/New Jersey/Pennsylvania area. Walker, who has been in the industry for 33 years, manages a multiple county area (Somerset, Middlesex, Monmouth, Ocean and Burlington) as an education and government account specialist. He has served a number of his clients throughout his entire career and is proud to call many of them friends.

Praise from BAs

Walker has been a true partner to his clients, which is consistently echoed in the overwhelming number of nominations from school business officials with whom he has worked.

Pam Graziano from North Plainfield Schools said, “He spent days onsite, walking through every building within the district.  Alan didn't just point out the problem; he sat down with me and showed them exactly how much the district could save by adjusting their habits.”

Mary Beth Hronich from Carteret Public Schools said, “Alan has a very unique and comprehensive body of knowledge of both his industry and public education that has been invaluable to our district. He is the perfect balance of professional, personable and responsive which always allows for a robust exchange of information critical to our timely decision making.”

Karl Knehr of Middlesex County Magnet Schools said, “I worked with Alan on behalf of our district for over 20 years and never has he let us down. His consistent commitment to customer service and attention to the details remain unmatched with any other vendor. The care and concern in which he approaches any and all of our issues has always been refreshing. He always takes time to understand our needs and careful not to push unwanted suggestions.”

Bernardo Giuliana of East Brunswick Public Schools said, “What truly sets Alan apart, however, is his character. He is unfailingly honest, professional, and generous with his time and expertise. He never oversold, never pressured, and always put the district's interest ahead of his own. He advocated on our behalf within his own organization when we needed priority attention or creative solutions. In an industry where vendor relationships can feel transactional, Alan made ours feel like a genuine partnership built on mutual respect and trust.”

Thank you, Alan, for representing the ABMs for so many years as both a business partner to the members of NJASBO and as an executive committee member and mentor to Associate Business Members.

By Matthew Clarke | NJASBO Assistant Executive Director

The New Jersey Association of School Business Officials is preparing to welcome members, colleagues, and business partners to its 64th Annual Conference at Ocean Casino Resort in Atlantic City, June 2 through June 5, 2026. This year’s conference promises four full days of professional development, timely discussions, networking opportunities, and memorable events designed to support school business leaders in every stage of their careers. From practical clinics and policy updates to wellness offerings and keynote presentations, the conference reflects NJASBO’s continued commitment to helping members lead with knowledge, confidence, and purpose.

The week begins Tuesday with registration, a welcome reception, and a strong lineup of clinics focused on real-world issues facing school business officials. Early sessions include topics such as preventing fiscal distress through stronger internal controls and financial oversight, while additional workshops throughout the conference address budgeting, emergency preparedness, retirement planning, policy updates, workers’ compensation, audit readiness, and more. The detailed schedule offers a wide range of learning opportunities so attendees can tailor the week to their own professional needs while earning valuable credits, such as CPE, QPA, CEFM & SFO.

In addition to the educational sessions, the conference experience is designed to energize and engage participants. Morning “Hour of Power” wellness sessions will offer yoga and meditation to help attendees start the day refreshed, while technology help opportunities and informal networking events create space for collaboration and shared problem-solving. Wednesday’s luncheon will feature keynote speaker Jim Mellin, Head of Advice and Wealth Management and Chief Sales Officer of Equitable Advisors. A seasoned leader with decades of experience developing professionals and guiding organizational growth, Mellin is known for his focus on positive impact, collaboration, and helping others design their best lives. His message is expected to inspire attendees to think intentionally about leadership, personal growth, and long-term success.

Throughout the week, attendees will also enjoy the traditions that make the NJASBO Annual Conference such a valued event, including student artwork, awards, officer inductions, receptions, and themed evening gatherings that strengthen professional relationships across the state. Thursday continues with important sessions, including discussions with education leaders and experts on current school business issues. The conference concludes Friday with closing keynote speaker Will Smith, founder of LeadWellEDU and

2023 New Jersey Superintendent of the Year. Drawing on his work in staff wellness, leadership development, and high-performance systems, Smith brings a powerful message about sustaining excellence in demanding environments. His presentation on leadership principles is expected to leave attendees motivated to return to their districts with renewed focus, practical strategies, and a stronger commitment to supporting both people and performance.

More than just an event on the calendar, the NJASBO 64th Annual Conference is an opportunity to learn, reflect, reconnect, and prepare for the challenges and opportunities ahead. Whether attending for the professional development, the keynote speakers, the peer connections, or the celebration of excellence in school business administration, participants can look forward to a meaningful and rewarding experience. NJASBO looks forward to welcoming attendees to Atlantic City for what promises to be an outstanding conference week.

Michael Halik | North Caldwell Public Schools

Michael “Mike” Halik has been the Business Administrator/Board Secretary (BA/BS) at North Caldwell Public Schools since 2013, where he approaches his role with dedication, integrity, and a commitment to sound financial stewardship.

Halik’s first opportunity to work in schools was a part-time position as the technical assistant to the BA in Wayne Township Public Schools. This experience shaped the trajectory of his career by sparking an interest in the impact of school business operations. He was offered a choice between a stockbroker training program at a global finance services firm and a full-time staff accountant position in Wayne. He made the decision to choose the path that aligned more closely with his strengths and values, took the job in Wayne, and worked there for three years before moving to serve as the assistant BA in Westwood Regional School District. Ultimately, he found his home in North Caldwell as the BA where he finds his work truly fulfilling.

A particularly rewarding part of his career in North Caldwell has been the financial stability and capital improvements that were achieved under his leadership. Numerous enhancements have taken place, such as renovations to the media center, art room and music room, as well as multiple infrastructure and security upgrades at the district’s two buildings. His proudest achievement to date has been the six-classroom addition that is currently in progress, which is being fully funded through Capital Reserve. He feels this project is a direct result of long-term planning and a testament to the support of his superintendent and board of education.

Earning the Distinguished Service Award is incredibly meaningful to Halik, mostly because he was nominated by his peers. Finding out that people who do the same day-to-day work he does and who understand the challenges, responsibility and chaos of the job feel that he deserves this recognition means more to him than any award ever could. He is grateful to everyone who has shaped his journey by sharing their knowledge with him along the way.

In addition to being a member of NJASBO since 2005, he is also a member of Essex County ASBO, where he served as president from 2017 to 2025. Other professional memberships include being a trustee for the Morris-Essex Insurance Group, and he holds his Chief School Administrator Certificate of Eligibility.

Outside of professional organizations, Halik donates his time as a committee member for Boy Scout Troop 89 in Wyckoff, where his son is a scout, and as president of his condominium association at the Jersey Shore.

In his free time, Halik loves creating memories and being with his wife Nicole, son Dylan, and a rescued Cavalier King Charles Spaniel named Biggie. He enjoys anything that feels like summer, whether it’s the beach, the pool, or a Jeep ride.

Pamela Graziano | North Plainfield School District

Pamela Graziano is the Business Administrator/Board Secretary (BA/BS) at the North Plainfield School District. Before starting this role in North Plainfield seven years ago, Graziano worked as the BA at Wharton Borough Public Schools, West Essex Regional School District, Hackensack Public Schools, and Sparta Township Public School District; as an assistant BA in Roxbury Public Schools; and as an accountant in West Morris Regional High School District. 

Prior to starting her 21-year career in school business, Graziano gained experience by working as a Chief Financial Officer for a private ambulance company and as an auditor with Nisivoccia & Company, a CPA firm.

Graziano is always working to ensure fiscal responsibility for her district and to the community it serves. This dedication is exemplified by her proudest professional achievements, which include recently passing a $34 million, zero tax impact referendum; securing grants to fund HVAC and roofing replacements; as well as two preschool expansion grants to support the addition of six new classrooms. Her other professional accomplishments include the many capital projects she has overseen as well as working to secure approval for a new turf field and track while navigating the challenges of Department of Environmental Protection and Flood Hazard Area regulations.

Besides being a member of NJASBO, Graziano has held several leadership roles in her local ASBOs. She has served as Sussex County ASBO vice president for three years and in Somerset County ASBO, she served as president for two years, vice president for two years, and secretary for one year. Graziano has also served her community as president and secretary on the board of the local Junior Athletic League for several years.

Personally speaking, Graziano reflects on being a mentor to aspiring BAs as being especially meaningful to her. She is also proud of her long career doing work that she loves and she is grateful for the relationships built along the way. Beyond her work, Graziano’s proudest accomplishment is her daughter, Amanda. She also credits being part of NJASBO for giving her strength both professionally and personally. Receiving the Distinguished Service Award is a particularly significant milestone because she truly values the path her career has taken and finds being recognized by her peers to be both humbling and rewarding.

John T. Murray II, RSBA | Boonton Township Public Schools

John Murray has worked at Boonton Township Public Schools for the past 19 years, where he currently serves as the School Business Administrator/Board Secretary (SBA/BS). Prior to joining Boonton Township, he worked in this role at other districts for 17 years, which include Somerset County Vocational and Technical Schools, Watchung Hills Regional High School District, and Bernards Township School District.

In addition to serving as a BA, he has held the role of president of both Somerset County ASBO and Morris County ASBO. Murray has also served on several NJASBO committees and as a committee chair.

Before starting his career as an SBA, Murray was employed in the field of business machine sales as well as owner of a catalog clothing business for a number of years. Murray received his Bachelor of Arts from Lycoming College and a master’s degree in Educational Administration from Kean University. He is recognized as a Registered School Business Administrator by NJASBO and ASBO International and is a Qualified Purchasing Agent. Professionally, his greatest accomplishments include providing a safe environment for the students and staff within the districts he has served, plus enjoying many years of successful budgets, clean audits, passed referenda, and successful building and renovation projects. Specific points of pride are the school additions, renovations, and roofing replacements he has achieved for four of the districts. 

One of the most satisfying parts of his career has been developing and working with a vast network of trusted colleagues who help each other, share ideas, and have fun together (he gives a shout out to the Island of Misfit Toys). In fact, that’s part of what makes earning this recognition so special. Murray is honored to have been nominated by his colleagues from Morris County and recognized by NJASBO for his many years of work in the profession.

Although his list of professional achievements is extensive, his personal achievements are most important to him. Murray truly enjoys life with his family, which includes his wife Sue and their children - John, a fourth-year architecture student at Penn State, and Franny, a sophomore at Rutgers University’s Mason Gross School of the Arts Dance Program, and their miniature schnauzer Maisy. He especially enjoys attending his son’s collegiate sailing regattas and his daughter’s college dance and theatrical performances.

Outside of work, Murray is an active member within his community. He can be found volunteering his time at one of the organizations of which he is a member, including the Table of Knowledge, Dancing Dads, Somerville Elks Summer Olympics, and Somerset County Fish & Game Protective Association.

His previous volunteer experience is also impressive, having served as a member of the Board of Trustees at the Clearwater Club Corporation, vice president of facilities, and chairperson of the facility renovation committee; a long-time member of the Lycoming College Alumni Association executive board; organizer of the Tour D'Allaire Bike & BBQ; volunteer with the Make-A-Wish Foundation; and a participant in the Montclair Rugby Club’s Long Bikes to the Sea event for almost 40 years.

In his free time, Murray enjoys spending time in Lavalette with his family, sailing on Barnegat Bay, clamming, trips to Home Depot, woodworking, tinkering, shooting sports, and too many trips down the YouTube rabbit hole to count.

Evon DiGangi | Medford Township Public Schools

Evon DiGangi is a school business leader known for pairing strong financial stewardship with practical, collaborative leadership that empowers others. She currently serves as the School Business Administrator/Board Secretary for the Medford Township Public Schools, where she has worked since 2023. 

Before joining Medford, DiGangi served as SBA/Board Secretary for the Mount Holly Township Public Schools for 14 years, gaining experience in budgeting, reporting, operations, transportation, technology, and labor negotiations. Earlier in her career, she spent 8 years in public accounting, earning her New Jersey CPA license. Known for strong auditing skills, attention to detail, professional skepticism, and integrity, DiGangi brought those skills to school finance and accounting, while developing a strong foundation in public-sector reporting and compliance. 

A committed leader in the field, DiGangi contributes her time and talent through NJASBO involvement and county leadership, including service as past president of Burlington County ASBO. She currently serves as a member of the Burlington Area Joint Insurance Fund and Central/Southern Regional Employee Insurance Consortium advisory committee, a trustee for the Schools Health Insurance Fund, a member of ASBO International, a member of the NJ Society of CPAs, and a member of the Rutgers Alumni Association. A lifelong learner, DiGangi continually pushes herself to grow, embracing new challenges, taking thoughtful risks, and seeking out opportunities to improve. She values learning from colleagues, exchanging ideas, and building relationships across the profession. DiGangi also enjoys giving back through NJASBO sponsored professional development, including presenting at the New BA Academy on budget development, presenting at the NJASBO Annual Conference, and serving as a conference moderator; while sharing real-life guidance and helping support newer business administrators. 

In addition to her public education work, DiGangi is a business owner. Along with her sister, she owns two Hand & Stone franchises in Somers Point and Egg Harbor Township; an experience that has further strengthened her mindset and reinforced the importance of disciplined financial management and long-term planning. As a business owner, she focuses on building strong teams and systems and driving sustainable growth. 

DiGangi is married to her supportive husband, Dan, and together they have two sons who are the center of her world. They share their home with their sweet dog, Piper, who keeps the family smiling. Outside of work, DiGangi enjoys spending time with family and friends, exercising, and traveling. 

She is truly humbled by the opportunities she has had throughout her career, and she credits much of her growth to the colleagues and mentors who took her under their wings, shared their knowledge, and encouraged her along the way. DiGangi is especially grateful for the NJASBO community, an organization she describes as genuinely supportive. She has formed lasting and best friendships throughout this journey. She considers it a privilege to serve and is honored to be recognized by NJASBO with the 2026 Distinguished Service Award for the Southern Region. 

Fran Adler | Clayton Public School District

Fran Adler, who serves as the School Business Administrator (BA) for Clayton Public Schools, has worked there since 2009. Her leadership experience as a BA spans over two decades, during which she has demonstrated an unwavering commitment to the district. Her dedication to ensuring students and staff members have the resources they need, in both challenging and thriving fiscal environments, is remarkable. Her collaborative approach and practical insights make her a trusted partner to superintendents and board members alike.

Prior to beginning her career as a BA, Adler worked in the publishing industry for 15 years holding a variety of roles. She was inspired to change course after a chance meeting with a retired BA at a neighborhood party. She began her career in shared services at Salem County Special Services School District, where she worked with school districts in Merchantville and Magnolia in Camden County. After two years there, she moved to serve as the school BA of South Harrison Township School District. She served there for about three years before joining Clayton Public Schools, where she truly found her home.

Throughout her career, she has been proud to be part of projects that improve the schools and, in turn, the people they serve. This includes her first construction project and ROD (Regular Operating District) grant improvements at South Harrison Township, and building additions in Clayton, where she also saw a turf field project through to completion.

In her free time, Adler volunteers to help others. She actively mentors upcoming Business Administrators by sharing her experiences and expertise, and serves as a Trustee for the School Health Insurance Fund. Previously, she served as a two-term Mantua Township board of education member, and has served her community through food and clothing drives.

What makes this award special to Adler is knowing that her colleagues have faith in her ability and knowledge as a BA. But, with her giving spirit, Adler’s favorite part of receiving this recognition is the scholarship award that she can present to one of the students in her district.

When she's not managing budgets and operations, Adler is enjoying her life in Mantua, Gloucester County, with her husband Michael and two dogs, Shelby and Bama. Together, they enjoy cruising and attending sporting events, lounging by the pool with friends and family, and traveling to watch University of Alabama football games in Tuscaloosa. Adler has grown to enjoy University of Alabama and Baltimore Orioles games, as her husband is a lifelong fan of both teams. She is very proud of her daughter Haley, who continues the family tradition of public service as an Operating Room nurse.

Ron Sanasac is the Assistant Superintendent for Business Administration/Board Secretary (SBA/BS) at Howell Township Public Schools, which is the only district he has worked in throughout his career (and can’t imagine working in any other town). He’s been in his current role for about 12 years but has worked with the district since 2003.

Sanasac’s career began in the fields of construction and banking. He moved to Howell in the 1980s and had a chance meeting with the mayor, which led to him joining the Board of Education. While working full time in the construction field, he was hired by the district as a part-time construction manager, a position that led him to become an integral part of the team. Recognizing Sanasac’s value in the district, the BA at that time encouraged him to pursue his undergraduate degree and later return to obtain a master’s degree. Sanasac is grateful for the BA’s advice that landed him where he is today.

Along with serving as Howell’s BA, he has served as the BA and Certified Educational Facilities Manager at Farmingdale Public Schools since 2023. Additionally, Sanasac is a member of several professional organizations, including ASBO International and NJASBO, where he mentors new BAs, is a member of the legislative committee, and serves on various panels. He is also part of the New Jersey Association of School Administrators and a long-time member of Monmouth County ASBO. He has given presentations for several other organizations such as the League of Municipalities and has taught courses for Georgian Court University, Kean University, and Rutgers University’s Edward J. Bloustein School of Planning and Public Policy. Sanasac prides himself as being one of the few BAs who enjoys transportation, and he has been recently appointed to serve on the New Jersey Department of Education Special Education Transportation Task Force.

Sanasac has been part of many impactful projects and between his work in the district and his numerous volunteer endeavors, he finds it all part of a rewarding continuum. He truly enjoys every aspect of being in Howell, from physical projects to serving and being a part of the community. This is exemplified by his dedication to community service. For example, Sanasac and his wife were the recipients of the inaugural Howell Chamber of Commerce and PBA Volunteers of the Year Award. In addition, Sanasac has or currently donates his time to about 20 different community organizations including Howell Youth & Family Services, Lend a Hand, Inc. (founding member), Howell Optimist Club, the Office of Emergency Management, and the Farmingdale-Howell Township First Aid Squad, just to name a few.

His inspiration for helping others comes from within. Since moving to the area, he has pursued opportunities to help others, and once people learned that he always said yes, there was no shortage of chances to lend a hand. One of the best parts of earning the title of School Business Administrator of the Year is that he can continue to contribute to the greater good by helping people across the county and statewide.

Among his many achievements, Sanasac’s largest point of pride is his family. It’s easy to see that his children followed in his footsteps of serving and educating others; he is incredibly proud of his daughter, who is an emergency room nurse, and his son, who is a physical education teacher in Trenton. He finds much joy in spending time with his wife, children, and four grandchildren.

When he’s not working or volunteering, Sanasac can be found puttering with his growing antique tractor collection. He finds it relaxing to work hard and enjoys seeing the steady stream of people coming into his office everyday because he knows that he gets the privilege of helping each one of them.

Schedule Highlights, Key Sessions, and Memorable Events Await Attendees

The New Jersey Association of School Business Officials (NJASBO) Annual Conference is one of the most anticipated events for school business professionals and business partners across the state. This year’s conference promises a dynamic week filled with insightful sessions, engaging keynote speakers, and plenty of opportunities to connect with colleagues. Whether you’re a first-time attendee or a seasoned participant, there’s something for everyone on the agenda.

Tuesday: Sessions Kick Off

New this year!  The conference launches on Tuesday with a lineup of sessions designed to address the latest trends and challenges in school business management. Start your afternoon with these two learning sessions led by experienced professionals. These sessions offer practical strategies, innovative solutions, and tools you can bring back to your district.

Hour of Power: Energize Your Conference Experience

One of the highlights of the schedule is the "Hour of Power," on Wednesday and Thursday morning.  Christine Messina from AllRisk Property Damage Experts will take you through some basic yoga moves along with meditation exercises.  This hour is packed with quick, actionable insights from one of our industry leaders.  It’s an excellent opportunity to recharge your energy for the rest of the conference.

Wednesday: Keynote Speaker

The Wednesday luncheon will feature the first of two keynote addresses, Jim Mellin, renowned thought leader will share his perspective on leadership, resilience, and self-motivation. The keynote is designed to motivate attendees, spark new ideas, and set a positive tone for the days ahead.

Evening Events: Networking and Entertainment

Beyond the daytime sessions, the conference offers a variety of evening events that blend networking with entertainment. Attendees can look forward to receptions, social gatherings, and themed dinners—perfect for building relationships, sharing experiences, and unwinding after a busy day. These events are a great way to expand your professional network in a relaxed setting.

Friday: Closing Keynote Speaker and Wrap-Up

The conference concludes on Friday with our closing keynote speaker, Will Smith, who will leave you inspired and ready to take on new challenges. Remember to stay for prize drawings and student scholarships which will take place immediately following the presentation!

Join the Experience

The NJASBO Annual Conference is more than just a week out of the office—it's a chance to learn, connect, and grow. We encourage all attendees to make the most of every session, engage with peers, and enjoy the many events planned throughout the week.  A complete list of the detailed schedule can be downloaded from the NJASBO webpage. 

If you haven’t registered for the conference, there’s still time to do so. Take a minute and do it today so you can experience the finest professional development for BAs. Go to www.njasbo.com and select the “Annual Conference” tab. When you have registered, you will receive an email about room reservations. The block of rooms is only available at the discounted rate until May 1, 2026 or when the rooms are filled, whichever comes first. Join us – this is time invested in your professional growth! We look forward to seeing everyone at Ocean Resort on June 2^nd.

Will Smith, 2023 New Jersey Superintendent of the Year and founder of LeadWellEDU, has spent years pursuing the answer to a question that keeps many educational leaders up at night: How do you sustain excellence when your people are exhausted, your resources are shrinking, and the old models cannot keep up? His quest led to the creation of a national award-winning staff wellness program and ground-breaking leadership forum that treat individual well-being and organizational performance not as competing priorities, but as inseparable elements of the same system.

Blending current research with elements from his Healthy Staffroom, Healthy Classroom Initiative and the Strategic Leadership Forum at the United States Naval Academy, Smith maps a new pathway to high performance for you and your team. This keynote will offer a window into the military frameworks designed for leading in high stakes environments where missteps can mean catastrophe. You'll see why wellness practices aren't perks but the keys to high performance, and strategic recovery is force multiplication.  

High performance is your business—and Smith knows it because he lives it. He speaks from years of experience in the trenches of school business leadership, delivering practical tools and tested strategies that work in the real world. The ask is always “Do more with less.” Smith's high-energy delivery will inspire you to achieve more performance with less frustration and fatigue.

By Sacha Pouliot | NJASBO Second Vice-President

I recently completed my third and final year serving on the food procurement workgroup convened by the Urban School Food Alliance in partnership with the U.S. Department of Agriculture. Over three intensive days, school lunch procurement stakeholders from across the country gathered to tackle a challenge many of us know well: How to make food procurement more efficient, compliant, and financially sustainable, without sacrificing quality.

This year’s focus centered on districts piloting a national procurement template designed to streamline and standardize the RFP process. The five piloting districts (from Connecticut, Florida, New Hampshire, Wisconsin, and Tennessee) shared candid insights about their implementation, which involved, among other topics, technology limitations, vendor engagement, regulatory alignment, and internal capacity constraints. Their transparency created space for meaningful dialogue about what works, what doesn’t, and what still needs refinement.

An important partner in this effort has been Partners for Public Good, which supported districts in identifying operational efficiencies and strengthening procurement practices on the ground. Their work helped move the conversation from theory to tangible systems improvement within the respective piloting districts.

For New Jersey districts, the implications are significant. Rising costs, supply chain instability, and increasing regulatory complexity require smarter tools along with more oversight compliance. Given that many NJ districts utilize Food Service Management Companies (FSMCs), a significant portion of school lunch procurement is executed through their procurement specialists. The national pilot represents a step toward a more practical, scalable framework that supports districts of all sizes, including those that employ FSMCs.

By Susan Young | NJASBO Executive Director

Our association recently met with representatives from the New Jersey Department of Education (NJDOE) Division of Early Childhood Education Services to discuss the implementation of the New Jersey Universal Preschool and Kindergarten Act P.L. 2025, C. 100. This legislation transitions preschool funding from annual budget language into permanent state law, providing more sustainable financial support for preschool expansion.

Understanding these shifts is critical for long-term fiscal planning. Below is a summary of the key takeaways from our conversation and the new law.

The "Two Buckets" of Preschool Funding

Under the new law, districts fall into two primary categories regarding Preschool Education Aid (PEA):

• Original Preschool Group: This includes the Abbott-funded districts and those funded prior to the current three-year pilot expansion efforts. These districts remain 100% state-funded.

• The Pilot Program: Districts first receiving aid in the 2025-26, 2026-27, or 2027-28 school years participate in a three-year pilot program. This program utilizes a cost-sharing methodology where the state contributes at least 40% of eligible costs, with the remainder covered by the local district. Of course, the law also states that the aid shall be provided within the limit of available appropriations. 

Tax Levy Adjustments and Local Share

For those in the pilot program only, the law provides a mechanism for funding the local share. Districts can utilize an adjustment to their tax levy growth limitation equal to their preschool local share, which can be implemented through the district’s normal annual budget adoption process and does not require direct voter approval or a special election. The law allows districts to go beyond the 2% cap to fund preschool programs. However, NJDOE officials clarified that this adjustment is strictly for the General Education (Gen Ed) portion of the program. The local share can also be met through sources such as available reserves or general fund state aid. The “Original Preschool Group” of districts do not have access to this tax levy adjustment as they are already fully state-funded.

The Special Education Funding "Trap"

One of the most important warnings for BAs concerns IEP student funding. PEA funds are intended only for Gen Ed students. IEP seats are (in theory) supported by the district's special education categorical aid or IDEA funds.

• Beware of the risk of projecting and reserving too many special education seats in your budget. If a district over-projects the number of special education students and transfers too much general fund money into the preschool budget, that money becomes "trapped" in the PEA budget even if those students do not enroll. Districts cannot transfer excess funds out of the special revenue fund back to the general fund at the end of the year. The Division advises districts to be conservative with their special education enrollment projections for this reason. 

Allocation of Funding

For those districts who have achieved full implementation of their program requirements, they have the ability to allocate PEA funds for additional purposes.  NJASBO requested and received clarification that ‘full implementation’ of students happens when they serve the number of students they were funded to serve in that fiscal year. Excess funds could be used for summer programming, professional development for preschool staff, transportation and preschool facility improvements. 

Mandatory "Mixed Delivery" and Due Diligence

The legislation places a heavy emphasis on a "mixed delivery" model. All districts receiving PEA—including those already 100% funded—must demonstrate due diligence in attempting to partner with local licensed childcare providers and Head Start programs. Districts must document their outreach efforts and provide a justification if they choose not to utilize a mixed delivery model.

Facilities and Kindergarten Mandates

• Facility Standards: The current facility requirement was changed to 42 square feet of usable space per child.

• Full-Day Kindergarten: To be eligible for preschool expansion grants, a district must already provide full-day kindergarten. Furthermore, the law mandates that all districts establish full-day kindergarten programs no later than the 2029-2030 school year.

Looking Forward: The Steering Committee & Future Planning

The law created a Universal Preschool Implementation Steering Committee to guide the future of the program. This committee is tasked with evaluating the current pilot and recommending a permanent funding methodology for all school districts to begin in the 2028-2029 school year. Long-term goals of the department also include enhancing the Preschool Budget and Operational Plan (commonly referred to as PBOP) software so it can "talk" directly to district budget software, potentially eliminating the need for double data entry.

The Division hosts multiple resources on their website at Preschool. In particular the Mixed Delivery Model Preschool Handbook on their website provides further guidance on staffing, enrollment, and funding requirements.

By David Oliveira | Business Administrator/Board Secretary, Piscataway Township Schools

Local government units, including boards of education, had been raising concerns about antiquated print advertising requirements for many years. Dwindling newspaper readership, newspaper consolidations, and infrequent newspaper printing schedules (daily to weekly to bi-weekly), made it difficult for local government units to function efficiently and remain in compliance with advertising requirements.

The final straw was the elimination of the print version of the state’s largest newspaper, The Star Ledger, on February 2, 2025. Senate bill S4654 was introduced on June 19, 2025 and was signed into law as P.L. 2025, c. 72 by Governor Murphy on June 30, 2025.

P.L. 2025, c.72 updated legal notice publication requirements for local governments and boards of education. Upon full implementation, the existing print newspaper publication requirements will be largely replaced with online publication requirements consistent with the law.

Effective January 1, 2026, all school districts were required to publish an ad twice per month in an online news publication advising the public that all legal notices are available on the district’s website. Beginning March 1, 2026, the advertisement should also state that the District’s Current Legal Notice hyperlink is available on the State’s centralized Statewide Legal Notice Listings website. These ads must be published twice per month through December 31, 2026.

As of March 1, 2026, boards of education were required to publish legal notices free of charge on their website. The complete text of the legal notice must be available for at least one week from the date of the initial posting. This is the MINIMUM standard for length of publication on the district’s website. For example, N.J.S.A.18A:18A-21 requires boards of education to advertise for bids no less than 10 days prior to the date fixed for receiving the bids.

The District’s public legal notices webpage must be accessible via a direct hyperlink conspicuously placed on the homepage of its website. The Division of Local Government Services (DLGS) recommends that the hyperlink be titled “Current Legal Notices”.

All legal notices posted on the website should be in a format that is as user-friendly as possible. Legal notices can be published as a link to a pdf version of the document, but the link title should adequately and accurately reflect the legal notice’s content. Districts must implement ADA-compliant design principles to ensure links and notice content are accessible to the visually impaired. Furthermore, districts must comply with Web Content Accessibility Guidelines as per the U.S. Department of Justice’s April 24, 2024 Final Rule, which mandates compliance by April 26, 2027.

As of March 1, 2026, districts must submit the hyperlink for their Current Legal Notices webpage to the Secretary of State for publication on the Statewide Legal Notices Listings website. Instructions on the submission of the district’s URL to the Statewide website were released on March 4, 2026 by the DOE County Offices. It requires a user to register for the DOS Public Notices application on their myNJ account and submit the URL through the application portal.

Boards of education must continue to comply with any statutory or regulatory requirements for the physical posting of legal notices. All legal notices should continue to be posted on a publicly accessible bulletin board in the administration building.

Districts are strongly encouraged to maintain proof of publication of their legal notices. Examples of proof of publication that may be acceptable include online news publication affidavits, webpage screenshots with date stamps, and certifications maintained by the person responsible for publishing the notice.

Starting March 1, 2026, boards of education must maintain an Internet archive for legal notices and must have it published on their website by July 1, 2026. Legal notices in the archive must be maintained for at least one year. DLGS recommends placing the link to the archived legal notice at the bottom of the Current Legal Notices webpage.

Boards of education have the discretion to publish legal notices on an online news publication that meet minimum circulation criteria detailed in the law. Online news publications must publish the legal notice within 24 hours of receipt. Districts should obtain monthly proof from the online news publication that it complies with the circulation criteria.

Once districts have complied with the requirements of the law, Business Administrators should consult with their Board of Education to determine whether legal notices will continue to be published in online news publications and/or print newspapers. It is recommended that the Board of Education adopt a resolution clarifying the means by which legal notices will be advertised moving forward.

This article is intended to be a starting point for understanding and complying with P.L. 2025, c.72. Contact your board attorney for guidance on compliance and operational impacts on your District. The text of the law can be found at: P.L. 2025, c.72. Local Finance Notice 2026-01 provides additional guidance on implementation of the law.

By Bob Murphy | NJASBO Pension Consultant

The Defined Contribution Retirement Program/ DCRP, through the NJ State Pension system, provides a retirement plan for your employees who entered school employment after July 1, 2007 and are not eligible for Tier 1 enrollment. There are two ways to become eligible for DCRP enrollment. If your base salary exceeds the salary cap for the tax year (SS Max), or if your salary or hours are too low for enrollment in either PERS or TPAF. This article will hopefully clarify and provide employers with guidance on the rules for each DCRP enrollment.

DCRP Enrollment Due to Maximum Compensation Limits

On July 1, 2007 legislation created a new Tier (2) for enrollment in the PERS/TPAF pensions for education employees. One major change for Tiers 2-5 was that school employees whose base salaries exceed the Social Security Max  for the year ($184,500 for 2026) can only have a pensionable salary up to that SS Max. The PERS/TPAF member’s salary would be capped and any salary above that cap must be reported and the member is to be enrolled in the DCRP. The member’s contribution into their DCRP account would be 5.5% of the salary that exceeds the annual cap and the employer contributes 3% of that excess amount to each employee’s DCRP account with Empower.

Though enrollment into DCRP is required, the member can opt out of DCRP by filing a DCRP Waiver of Retirement Program Participation with the NJ Division of Pensions and Benefits. If they waive, they can later elect to participate beginning January 1 of the next calendar year.

Your responsibilities as the employer are to monitor salaries and enroll employees in DCRP as soon as it is known that their annual salary will exceed the maximum wage. Contributions must start from the date of the employee's DCRP eligibility and any back deductions (both employee and employer) must be remitted. Keep in mind that most school salaries are on a fiscal year and the SS Max is on the calendar year. So they may be at the annual SS Max in December, but in January they are in a new tax year. Also, if an employee has transferred into your district, their annual salary from the previous district needs to be part of the salary total for determining if they exceed the SS Max and would need to have a portion of their salary capped and contribute to DCRP.

Members who are enrolled into DCRP are immediately vested in DCRP and both employee and employer contributions count toward their benefit. If a member decides to terminate and withdraw from DCRP, only their own contributions are payable to them, the employer contributions are forfeited. They may re-enroll if they return to covered employment. 

DCRP members have no minimum retirement age. Any distribution of vested funds counts as a retirement and all payments are fully taxable for the tax year they are received. Also, if the retiree is under the age of 59 1/2, they may be subject to an IRS 10% penalty for an “Early Distribution” in addition to their tax liability. A retirement pension payment includes both the employee’s contributions and the employer's contributions to the fund. The retirement also means that the member cannot re-enroll in DCRP or any state-administered retirement system afterward - limiting their NJ public employment options.

DCRP If  Ineligible for PERS or TPAF Enrollment

This DCRP enrollment path is for employees whose salary or hours are too low for PERS or TPAF enrollment, but who still meet minimum DCRP thresholds:

• Tier 3 (hired 11/2/2008-5/21/2010) must earn a CPI-adjusted minimum base salary ($9,900/more) in order to be enrolled in Tier 3 for PERS/TPAF. For employees who are hired in the Tier 3 enrollment date range and who make at least $5,000 but less than the Tier minimum salary, they must be enrolled in DCRP.
  
  

• Any employee hired after 5/21/2010 (Tier 4 and 5) must work at least 32 hours/week to be eligible for PERS/TPAF; however if they work fewer hours but earn at least $5,000 per year, they must be enrolled in DCRP.

Your responsibility as the employer is to determine if the employee fails to meet the Their 3-5 eligibility requirements but meets the minimum salary ($5,000) and enroll them DCRP as of the eligibility date using the EPIC DCRP Enrollment Application. Enrollment in DCRP is mandatory and cannot be waived in this case. The employer must ensure contributions, including any back deductions, are calculated and remitted from the date of eligibility. Each DCRP member contributes 5.5% of their base salary to a tax-deferred account with Empower and the employer contributes 3% of the base salary. 

DCRP is a defined, tax deferred pension plan and includes both life insurance and long-term disability coverage to the employee paid for by the employer. While employed the employee has Life insurance equal to 1.5 times their base salary used for DCRP contributions with possible taxation on coverage over $50,000. They have the option to waive contribution on the excess (salary over $50,000). Long-term disability  coverage is employer-paid after one year of participation. This coverage pays up to 60% of the base salary used for DCRP contributions , and can continue until age 70 while the member remains totally disabled as defined by the plan.

Retirement/withdrawal varies if the employee is vested or non-vested. The employer's contributions vest after the member begins the second year of employment. Non-vested members who terminate and request a withdrawal receive only their contributions. Vested members who separate and take a distribution of funds (lump sum or periodic payments) are treated as Retired and cannot re-enroll in DCRP or any other NJ State administered retirement system. Members may defer taking a  distribution, but once they do they need to understand that returning to NJ public employment later would not permit them to participate in another State administered  retirement plan. Also DRCP participation does not count toward SHBP/SEHBP retiree health eligibility.

There may be instances when an employee’s hours change from year to year making them eligible for PERS/TPAF one year and DRCP the next. This movement is normal, but make sure the deductions are for the correct pension program.

Members in the DCRP, once enrolled, will be able to manage their account  and can select investment options that meet their retirement needs. Empower offers assistance to employees regarding the allocation of their contributions.

The following are links that may be helpful resources for you as the administrator for DCRP in your district:

• Web Link to Administrators Guide to DCRP
  
  

• DCRP Enrollment Due to Maximum Compensation Limits
  
  

• DRCP if Ineligible for TPAF or PERS
  
  

• DCRP Waiver Form

For questions, you can reach out to Bob Murphy by calling ASBO. It is also recommended that you contact the Department Of Pension and Benefits via your Employer’s Phone Number.

By Jennifer Gauld | NJASBO First Vice-President

This past January 28th and 29th, I stepped out of my comfort zone and into the chilly air of New Orleans for the ASBO International Leadership Conference. While Louisiana didn’t exactly deliver the warmth I expected—thanks to a surprising cold spell—the professional energy generated by the sessions more than made up for it. As a first-time attendee, I wasn’t sure what to expect, but I left with a toolkit full of ideas and a renewed perspective on our roles as school business leaders.

Strategic vs. Innovative: Two Tracks to Growth

The conference was thoughtfully divided into two primary development tracks: Strategic and Innovative. We worked in teams to tackle some of the most pressing issues facing our districts today.

We spent significant time discussing how to motivate and retain young college graduates. It’s no secret that their work ethic and priorities differ from previous generations, and the focus was on how we can adapt our leadership styles to bridge that gap. This ties directly into NJASBO’s efforts to recruit new BAs. How do we make our profession engaging for future leaders when the workforce has changed so much?

With remote working and learning becoming standard in many areas, we explored how to incorporate these shifts into our profession without losing the integrity of our positions.

A major highlight was learning how to shift from a reactive board to a proactive one. We discussed how to "foreshadow" potential crises. A few years ago, none of us imagined a world of 100% virtual learning due to COVID-19.

The sessions challenged us to ask: What is the next "unthinkable" event, and how are we preparing for it today?. We looked at the past to identify trends we could integrate into our current thinking. Facetime, Zoom meetings, and remote learning were things we once couldn't have predicted—the focus now is on what comes next.

Breaking the Ice (Literally and Figuratively)

Perhaps the most impactful part of the experience was the networking. ASBO International has a knack for pushing you out of your "New Jersey bubble." In one exercise, we were asked to find three strangers and show them a photo on our phones that "never fails to make us smile." Mine was a photo of my 93-year-old father on his birthday with his 7-year-old great-grandson!

It was a simple task that forced us to drop our professional guards, meet colleagues from across the country, and share insights into how different states handle the same hurdles we face here at home.

Beyond the Classroom: NOLA Culture & Community

You can’t visit New Orleans without being swept up in its rich culture, especially as the city prepares for Mardi Gras. While the conference kept us busy, the vibrant spirit of the city was everywhere—from the scent of fresh beignets to the sounds of brass bands echoing through the streets.

One of the true highlights for our group was a special dinner featuring all the New Jersey participants. It was a fantastic opportunity to build community among our districts in a relaxed, fun environment. We swapped stories over plates of delicious New Orleans cuisine, reinforcing the bonds that make our state's network so strong.

To cap off the NOLA experience, we even caught the Krewe Bohème parade. Watching the artistic, green-glowing floats roll through the French Quarter was the perfect reminder that while our work is serious, there is always room to "Laissez les bons temps rouler" (let the good times roll)!

Looking Ahead to Savannah

If you have never attended an ASBO International event, I cannot recommend it highly enough. The ability to share ideas with a national network is invaluable.

Mark your calendars: the next Leadership Conference will be in Savannah, Georgia, in February 2027. I hope to see a strong New Jersey contingent there. Who knows? Maybe we can find Forrest Gump’s bench and share a box of chocolates while we talk shop!

Please join us in congratulating the new NJASBO Slate of Officers for the 2026-2027 school year! 

James Sekelsky 
President

James Sekelsky is Assistant Superintendent for Business and Board Secretary for Newton Public Schools. Sekelsky will serve as the NJASBO President for the upcoming school year.  

Sekelsky began his career in education as an instructor at the United States Military Academy, West Point. After holding that position for a year, he joined Seton Hall University as an assistant professor of ROTC for two years, where his focus was on marketing, public relations, and recruiting. He was selected as the Recruiting Officer of the Year for New York City, New Jersey, and Pennsylvania. Sekelsky also taught “Individual Leadership Skills” for two semesters while at Seton Hall.  Other military assignments include Defense Language Institute, Operation Desert Storm 1992, United Nations Observer Mission in the Republic of Georgia, Operation Brave Eagle (Poland), Joint Military Commission in Bosnia, and Operation Iraqi Freedom. Jim has been a mayor, a school board member, U.S. Selective Service Board member, and Assistant Scoutmaster. 

“During my presidency, I will focus on strengthening school business administration as a respected and essential profession — one rooted in expertise, accountability, and service,” said Sekelsky. “Guided by vision, values, and service, we will continue to raise standards, mentor emerging leaders, and steward the public trust with integrity. At the same time, we will celebrate the people who make this work possible — the dedicated professionals across New Jersey who balance complexity with commitment and never lose sight of the students we serve. In a year marking the 250th anniversary of our nation, we are reminded that public education remains one of the greatest expressions of the American promise — and we are its stewards.”

In June 2004, Sekelsky joined the Rochelle Park Board of Education as the assistant to the school business administrator. In April 2006, after a tour of duty in Iraq, he joined the Sussex County Educational Services Commission as its school business administrator (SBA).   

After leaving the Sussex County district in 2009, Sekelsky served as the SBA for the Hardyston Township Public Schools until February 2020. Before joining Newton Public Schools in 2021, he spent a year as the SBA for Lodi Borough Public Schools.   

Sekelsky is a member of the Sussex County Association of School Business Officials, where he has served as secretary, vice president, and president.

He served eight years as a commissioner for the Schools Health Insurance Fund and chaired the fund’s finance committee. Sekelsky was also a trustee for the Municipal Reinsurance Fund for seven years. He also holds a School Finance and Operations certificate from ASBO International.

Christopher J. Mullins
President-Elect

Christopher J. Mullins is a school business administrator with nearly three decades of experience in educational administration, financial management, and leadership. He currently serves as the school business administrator and board secretary for the Monmouth-Ocean Educational Services Commission (MOESC), the Bayshore Jointure Commission, and the Bay Head Elementary School District, while also acting as treasurer for the Avon-By-the-Sea and West Long Branch school districts. 

Mullins has built a distinguished career dedicated to fiscal responsibility, operational efficiency, and the advancement of school business administration. His expertise has been recognized through accolades such as the NJASBO Distinguished Service Award. A respected thought leader in the field, he has contributed to the education of future school business officials as an adjunct professor at Georgian Court University and remains committed to mentoring aspiring professionals across New Jersey. 

His career includes leadership roles in multiple school districts, including Hazlet, Sea Bright, Robbinsville, Highlands, Pleasantville, and Long Branch. Prior to his work in education, Mullins served as a senior accountant at Green, Holman, Frenia & Company. 

In addition to his professional accomplishments, Mullins is actively involved in organizations such as ASBO International, NJASBO, Monmouth & Ocean ASBO, and NJSIAA. His commitment to community service is evident through his roles as a former Point Pleasant Beach school board member, commissioner for the Ocean County Library, and treasurer of the Monmouth-Ocean Foundation for Children. He has also served as treasurer of the Hazlet Rotary Club and as a board member of the Beachwood Yacht Club.

"As I step into the role of President-Elect of NJASBO, I am both honored and energized by the responsibility to help lead our association during this important time of transition. Our mission—to advance the professional growth of school business administrators and to advocate for strong, effective public school operations across New Jersey—remains at the heart of all we do,” said Mullins. “As we navigate organizational changes and position NJASBO for the future, I am committed to working collaboratively with our Executive Board, leadership team, and members to ensure continuity, strengthen our resources and professional development, and elevate our collective voice in advocacy. Together, we will build on our strong foundation, embrace innovation, and continue supporting the critical work that impacts our schools, students, and communities every day.” 

Jennifer Gauld
First Vice-President

Jennifer Gauld, the School Business Administrator/Board Secretary for the Haddon Township School District, will serve as the First Vice-President this upcoming year, in addition to her role as President of Burlington County Insurance Fund and as an instructor for NJASBO.

Gauld began her career in the public sector, working full-time for a defense contracting firm while attending college part time. She earned an associate degree at Camden County College and went on to complete a Bachelor of Arts in Business Administration at Rutgers University in Camden, NJ. In 2008, she was hired by then Business Administrator/Board Secretary Mark Ritter as the Assistant Board Secretary at Haddon Township School District and later continued her education with an MBA from Wilmington University. She was promoted to Business Administrator in 2012, where she has excelled ever since.  

With encouragement from Ritter, Gauld became involved in NJASBO, recognizing the importance of staying connected with the organization to foster industry growth.  

"I’m honored to remain on the NJASBO Executive Committee,” said Gauld. “The past year has been a wonderful learning experience thanks to this organization and my talented colleagues on the board. I’m excited for what’s next and committed to making NJASBO the best it can be!”

She finds the best part of being a Business Administrator is the constant learning and excitement, as there is always something new to tackle. Though describing the role to outsiders can be challenging, she values being the "man behind the curtain" that keeps the district running smoothly.  

Sacha Pouliot
Second Vice-President

The newest member elected to NJASBO’s Slate of Officers is Sacha Pouliot, the School Business Administrator/Board Secretary for Hillsdale Public Schools. He also served as the past-president of Bergen County ASBO, in addition to serving in several other committees within NJASBO, ASBO International, and the Northeast School Board Insurance Group.

Pouliot started his career in education as a general education fourth and fifth grade teacher. That experience in the classroom gave him valuable insight into how schools operate. When an opportunity arose to move into the business office, he decided to make the change and contribute to education in a new and impactful way. Since then, Pouliot has worked at Hillsdale Public Schools for six years as the Business Administrator, and prior to that he worked for the Norwood Board of Education and the Learning Center for Exceptional Children, a private school for students with special needs.

Being a Business Administrator has shaped him in ways he didn’t fully appreciate when he first entered it. Pouliot believes the work of a school business official is rarely visible, often complex, and always consequential. In his opinion, it requires steady judgment, careful listening, and a willingness to make difficult decisions in service of something larger than oneself.

“I’m especially grateful to my colleagues across the Northern Region and to those in Bergen County who have supported and challenged me along the way,” said Pouliot. “The conversations over the past several months were thoughtful, candid, and energizing. They reinforced why strong communication across counties matters, and why representation must be grounded in both perspective and preparation.”

Pouliot plans to approach his time on the Board with humility and resolve. He is committed to continuing to advocate for districts, to strengthening collaboration, and ensuring that the voices of NJASBO members are represented clearly and responsibly at the executive level.

Chandra Coady
Immediate Past President

Chandra Coady, School Business Administrator/Board Secretary for the Mainland Regional High School District, will serve as the NJASBO Immediate Past President for the 2026-2027 school year. She previously served as the Business Administrator/Board Secretary and Assistant Business Administrator for Egg Harbor Township School District.

Chandra has served on several NJASBO committees. She also has been active in the Atlantic County ASBO, where she served as President (2020-2022). Coady also serves on several committees with Atlantic & Cape May County ASBO Joint Insurance Fund and enjoys being an alternate trustee and learning so much with SPELL JIF.  

Before joining the education field, Coady spent a few years in public accounting. She was responsible for planning, supervising, and supporting audits for municipalities, school districts, and non-profit organizations. As a lifelong learner and educator, she performs consulting work for commercial and individual clients.  

Coady is a certified public accountant and is Past President of the Atlantic-Cape May Chapter of the New Jersey Society of Certified Public Accountants (2014- 2020). She is also a Registered School Business Administrator.

New Jersey’s Jointure Commissions are regional cooperative school districts, provided in statute, that offer programs and services to meet the needs of their member constituent school districts. Typically, these services include educational programs for low incidence populations of students, transportation services, professional development, cooperative purchasing services, sharing of staff between member districts, and other programs or services of need identified by member districts.

Jointure Commissions were developed as a pragmatically effective and cost-efficient service delivery option for school districts that crosses county lines. There are three Jointure Commissions in the State of New Jersey. The Morris-Union Jointure Commission is comprised of 30 member districts located in Morris, Union, Essex, Somerset and Hunterdon Counties. The South Bergen Jointure Commission is comprised of 18 school districts in Bergen County. The Bayshore Jointure Commission is comprised of 8 member school districts in Monmouth County.

Membership

Member districts have bylaws which establish the process for interested school districts to become member districts. Using MUJC as an example, when a district is interested in membership, initial discussions occur with the superintendent of the prospective member district regarding what that district’s needs are and how the MUJC can best meet those needs. New member districts of the MUJC are provisional members for the first three years and membership fees are based on the number of student enrollments. Once the provisional school district has been a member of the MUJC for three years, it receives a return of its membership dues for subsequent years, consistent with what all full member districts receive.

Cost Savings

Jointure Commissions typically provide services and program discounts for member districts for most Jointure Commission services. While specific services, such as tuition, may not qualify for a discount, rebates may be provided to member districts that have students enrolled in such programs.

Benefits of Jointure Commission Membership

1. Direct Impact: Member districts have a significant impact on the program development, financial operations, and services offered by a Jointure Commission. A Jointure Commission’s Board of Education is formed by the superintendent of each member district so there is

direct and targeted input by each member district. If new programs are needed, member districts are the decision makers.

2. Cost Savings: Economies of scale are realized by the collaboration of member school districts. Services that are cost prohibitive by one district can be efficiently shared by multiple districts. Member districts are eligible for discounts and cost savings through membership.

3. Commonality of Interest: Since Jointure Commissions may cross county lines, there is a commonality of interests among those districts that choose to join a Jointure Commission. That ensures that the programs and services provided by member districts meet the needs of those districts.

*In New Jersey, both Educational Services Commissions (ESCs) and Jointure Commissions function as regional providers of special education and cooperative services. ESCs are authorized to provide a wide range of services to schools, municipalities, counties, housing authorities, fire districts, and other government agencies. Existing Jointures provide varied, cost-effective educational programming and transportation services to school districts; the law allowing the establishment of new Jointure Commissions was repealed in 2007.

New Jersey’s charter school movement began in the mid-1990s as part of a statewide effort to expand public school choice and encourage educational innovation. The first 13 charter schools opened in September 1997, establishing a public school model that has since grown significantly. Public charter schools are tuition-free public schools operated by nonprofit organizations and open to all students, regardless of zip code, background, or ability. Functioning independently from public school districts, they provide families with additional educational options within the public school system.

Charter Schools Across New Jersey

Charter schools primarily serve New Jersey’s most underserved and diverse communities. Approximately one in five public school students in the state’s 31 highest-need districts attends a charter school.

Today, 84 public charter schools operate across 44 municipalities in 18 counties, serving approximately 64,000 students. Demand for charter seats continues to exceed availability, with more than 30,000 students on waiting lists statewide. When applications exceed capacity, charter schools are required to use a random lottery, ensuring equitable access and student populations that reflect their surrounding communities. Enrollment growth is capped and regulated by the state to maintain oversight and ensure quality.

Specialized Academic Programs

Many charter schools are intentionally designed around specific educational missions, allowing them to develop instructional models that may be more difficult to implement in traditional districts. Across New Jersey, charter schools offer programs such as:

● Dual-language and bilingual immersion

● STEM-focused curricula emphasizing science, technology, engineering, and mathematics

● Arts-integrated programs combining visual arts, music, and performance

● Classical education models including Latin and classical humanities

● College-preparatory approaches with extended learning time and targeted student supports

These specialized programs align with the New Jersey Student Learning Standards while providing families additional choices tailored to student interests and needs.

Governance, Autonomy, and Accountability

The New Jersey Department of Education serves as the sole authorizer and oversight body for all charter schools. Charters historically operated under five-year terms and are renewed only after demonstrating strong academic, fiscal, and organizational performance. Recent legislation, P.L. 2025, c. 277, allows for charter terms of up to 10 years.

Charter schools are subject to the same public accountability standards as traditional districts, including procurement laws, state and federal reporting, and independent audits. Recent statutory changes strengthened transparency requirements, adding public budget hearings, mandatory posting of budgets and reports, enhanced trustee residency requirements, and prohibitions on for-profit management contracts. Additional requirements were established for new charter applications, charter consolidation, admissions, enrollment, reporting, and athletic participation.

Funding and Cost Considerations

Charter schools receive pass-through state and local per-pupil payments from sending districts at 90 percent of the district’s state and local per-pupil aid . They do not levy local taxes and must operate entirely within these public funds. Charter schools are responsible for all facility costs and are not eligible for state facilities funding. Some lease space directly, while others work with affiliated nonprofit entities that own and lease facilities back to the school.

Within these parameters, charter schools manage staffing, instructional programming, compliance, operations, and facility maintenance, similar to traditional districts..

Why This Matters for School Business Officials

Charter schools are public school districts with distinct governance and operational models. They expand statewide educational capacity, promote innovation, and offer additional professional pathways for school business officials. Like all public districts, charter schools must employ certified School Business Administrators to oversee finance, compliance, and governance. For SBAs, charter schools represent a stable and meaningful career option within New Jersey’s public education system.

For more information, visit njcharters.org. 

Educational Services Commissions (ESCs) are public educational agencies created under New Jersey law to deliver programs and shared services to school districts, approved private schools, and other public entities. Since their authorization in the 1960s and 1970s, ESCs have become essential partners for many districts, offering specialized instruction, cooperative purchasing, transportation, administrative services, and programs for students with disabilities. ESCs enable districts to meet statutory obligations in a cost-efficient, centrally managed way while expanding access to specialized staff and programs that many individual districts could not sustain on their own.

Statutory Foundation (Key New Jersey Law & Code References)

• N.J.S.A. 18A:6-51 et seq. — Authorizes the creation and governance of Educational Services Commissions, defines their scope, and outlines permissible services.

• N.J.S.A. 18A:18A-2(d) and related sections — Defines ESCs under the Public School Contracts Law for cooperative purchasing and contracting exemptions.

Services Supplied to Public and Nonpublic Schools

• Special education programs and alternative schools

• Nonpublic services (Chapter 192/193 and auxiliary programs) State Grant Management (Nonpublic Textbook, Security, Nursing, and Technology) Federal Grant Management (ESSA and IDEA)

• Coordinated school transportation services – many serve as the Coordinating Transportation Services Agency (CTSA)

• Shared business and administrative services

• Cooperative purchasing and co-op pricing systems

• Professional development and curriculum services

• Child Study Team (LDTC, School Psychologist and Social Worker), Related services and clinical supports (OT/PT/Speech/BCBA)

• Alternative, vocational, and transition programs

• Staffing and HR shared services

• Technology and data management services

• Preschool and early childhood programs

• Consulting and interim leadership support

List of New Jersey Educational Services Commissions

1. Camden County Educational Services Commission  CCESC

2. Educational Services Commission of Morris County  ESCMC

3. Educational Services Commission of New Jersey  ESCNJ

4. Essex Regional Educational Services Commission  ERESC

5. Hunterdon County Educational Services Commission  HCESC

6. Monmouth-Ocean Educational Services Commission  MOESC

7. Northern Region Educational Services Commission  NRESC

8. Somerset County Educational Services Commission  SCESC

9. Sussex County Educational Services Commission  SCESC

10. Union County Educational Services Commission  UCESC

Why Districts Use ESCs — Benefits at a Glance

Educational Services Commissions provide value far beyond their statutory purpose. For New Jersey’s school districts—both large and small—ESCs have become indispensable partners, enabling financial efficiency, operational flexibility, and programmatic innovation.

Economies of Scale Through Shared Purchasing and Joint Contracts

One of the most powerful advantages of working with an ESC is the ability to pool purchasing power. By aggregating the needs of dozens—or even hundreds—of participating districts, ESCs can achieve pricing and contract terms that would otherwise be unattainable for a single district.

Cooperative Purchasing: Cooperative purchasing systems, offering contracts for technology, custodial equipment, facilities, and construction services. Participating districts benefit from pre-bid contracts that are compliant with Public School Contracts Law,  N.J.S.A. 18A:18A-1 et seq., eliminating the need for individual bidding and saving both time and administrative costs.

Transportation Cooperatives: ESCs, such as the Northern Region ESC and Monmouth-Ocean ESC, provide coordinated transportation services by combining routes across multiple districts and optimizing contractor usage.

Shared Services Agreements: ESCs offer shared service contracts for energy procurement, technology systems, and administrative support. Smaller districts gain access to services typically available only to larger entities. For instance, Hunterdon County ESC manages a shared substitute teacher program for multiple K–8 districts, streamlining recruitment and ensuring consistent coverage across these districts.

Access to Specialized Staff and Programs Without Full-Time District Hiring

Many districts, especially those with small enrollments or fluctuating student populations, cannot afford to hire full-time specialists. ESCs provide access to highly qualified professionals and specialized programs as needed.

Special Education and Related Services: ESCs operate schools and classrooms for students with autism, multiple disabilities, and behavioral challenges. Union County ESC, for instance, serves hundreds of students through specialized settings staffed with certified teachers, therapists, and behavior analysts. Similarly, Camden County ESC runs the YaYa Learning Center, a structured learning environment for students with autism.

Itinerant and Clinical Staff: Many ESCs maintain pools of occupational, physical, and speech therapists, nurses, and behavior specialists available to districts on a flexible basis, helping to meet IEP requirements without expanding permanent staff. The Essex Regional ESC offers on-demand related services to both public and non-public schools throughout the county.

Professional Development: ESCs such as Somerset and Camden County ESCs offer training and certification workshops aligned with DOE standards. Somerset ESC’s Professional Learning Academy offers training on SEL, inclusive practices, and curriculum alignment.

Regulatory and Audit Compliance Support

Compliance with federal and state mandates—IDEA, Title I, Chapter 192/193, and New Jersey’s procurement laws—can be challenging. ESCs assist districts in maintaining compliance through administrative support, audit preparation, and fiscal oversight.

Grant and Program Management: ESCs assist with the administration of IDEA, ESSA, and ESSER grants, ensuring expenditures are tracked and documented in line with grant mandates and the Accountability Regulations, N.J.A.C. 6A:23A-16.2. For example, Monmouth-Ocean ESC provides fiscal management for numerous districts’ Chapter 192/193 nonpublic service programs.

Transportation and Procurement Oversight: ESCs provide oversight to ensure contractor compliance with safety, bid, and reporting standards. The Sussex County ESC’s transportation division audits routes and contractor performance every month, resulting in a 12% reduction in late arrivals last year.

Audit Readiness: ESCs are subject to annual audits and produce ACFRs, giving districts confidence that expenditures meet all public accountability standards.

Flexibility for Student Placement and Programming Needs

ESCs provide immediate, adaptable program options that enable districts to meet students’ needs promptly.

Special Education and Alternative Programs: Programs such as The Center for Lifelong Learning (ESCNJ) and the Regional Achievement Academy (MOESC) provide specialized environments for students who require intensive support.

Transition and Vocational Services: Many ESCs offer transition-to-work and life skills programs, helping older students prepare for employment and independent living—Union County ESC’s Work Readiness Academy partners with local employers to provide students with community-based job experiences.

Temporary and Emergency Placements: ESCs can provide short-term placements for students in crisis or during district staffing shortages or construction, ensuring uninterrupted education in accordance with N.J.A.C. 6A:14-4.3. When a small coastal district lost classroom space to storm damage, its local ESC temporarily housed displaced students in existing programs until repairs were completed.

Conclusion

Educational Services Commissions deliver measurable value to New Jersey’s public and nonpublic schools through cost efficiency, compliance assurance, and flexibility. For Business Administrators, the partnership with an ESC is not just a shared service—it is a strategic investment in sustainability, equity, and educational excellence.

*In New Jersey, both Educational Services Commissions (ESCs) and Jointure Commissions function as regional providers of special education and cooperative services. ESCs are authorized to provide a wide range of services to schools, municipalities, counties, housing authorities, fire districts, and other government agencies. Existing Jointures provide varied, cost-effective educational programming and transportation services to school districts; the law allowing the establishment of new Jointure Commissions was repealed in 2007.

School business officials are no strangers to juggling budgets, reports, and endless workflows. But what if artificial intelligence could make those tasks a little less daunting—and a lot more efficient? That's exactly what participants explored in our recent AI program, held from January 7th to 9th. Over three engaging days, members dove into AI's potential, blending foundational knowledge with hands-on innovation. These sessions offered practical insights to supercharge daily operations, no matter your role in the school ecosystem.

The program kicked off each morning with "AI Overview & Demonstration," an intermediate-level session open to all skill levels. It started with the basics: unpacking AI's core principles and its rapid rise over the past few years. Participants learned prompt engineering—the art of crafting smart questions to get the best responses from AI systems. Real-time demos brought it all to life, showcasing tools like Gemini, Google Sheets/Excel integrations, ChatGPT, and Canva for creativity.

What stood out? Hands-on creation of custom GPTs and Gemini Gems for purpose driven uses. One highlight was building a "Prompt Engineer" GPT—a smart assistant that helps users craft their AI prompts for even better results. By the end of the morning, attendees were seeing how AI fits into real-life scenarios, from optimizing reports to sparking productivity in both professional and personal worlds.

Afternoons shifted gears to the "Advanced Implementation Workshop," a next-level, small-group lab where theory met practice. Participants brought their own workflow challenges and rolled up their sleeves. Guided by facilitators, they tackled lessons on AI features like "Projects" for organized task management and "Canvas Mode" for real-time collaboration with AI.

Split into teams, groups dove into real-world school business scenarios. Imagine using AI to dissect a salary guide spreadsheet and whip up a polished executive summary in minutes. Or having AI tools like Copilot or Canva create a sleek slide deck presentation on purchasing trends. And the real brain-teaser: crafting a functional web dashboard that analyzes uploaded budget data and presents it interactively. It was challenging, but the collaboration made it fun and worthwhile. Teams wrapped up by presenting their projects, sharing the challenges and successes of their solutions. Participants left with a new confidence in deploying AI independently, turning abstract ideas into tangible efficiencies.

These sessions were masterfully led by Aziz Aghayev and Jamal Amanov from Flowlyst, a consulting firm specializing in innovative tech solutions. Their expertise kept things dynamic, blending clear explanations with interactive and fun energy. In just a few short days, our program highlighted that embracing AI isn't as daunting as it seems and offers numerous ways to enhance your work. Participants left with tools to streamline operations, boost creativity, and stay ahead in an evolving educational landscape. If you missed it, keep an eye out for future sessions; AI is here to stay, and it's ready to work for you.

As the 2024-25 session of the New Jersey Legislature concluded NJASBO was tracking several bills. At the end of the legislative session the time frame for final governor approval of bills passed by both houses changes:

• During the normal course of business, the Governor has 45 days from when a bill is delivered to the governor’s desk to sign it into law, veto it, or do nothing. If the originating legislative chamber (Assembly or Senate) is not in session on day 45, the governor’s deadline extends until that chamber reconvenes.
  
  

• Bills passed in the last 10 days of the legislative session trigger a shorter deadline: The governor has 7 days after the session ends to act.
  
  

• If no action is taken, the bill is pocket vetoed and does not become law.

Below are tracked bills and the status of each as the session ended. Bills not signed into law by midnight January 19, 2026, expire and must be re-introduced as new legislation.

SIGNED BY THE GOVERNOR

A2784 Greenwald - P.L.2025, c.234 - Authorizes a school district that moves its annual school election to November to submit separate proposals for additional spending for that budget year and the subsequent budget year. This is applicable to the first full school year following enactment.

A3451 Quijano, Reynolds-Jackson - P.L.2025, c.279 - Establishes minimum of three months of employment – instead of 12 Months of employment – to be eligible for Family Leave. Currently, for an employee to be eligible for NJFLA job-protected leave, the employee must work for an employer with 30 or more employees, have been employed for at least 12 months, and have worked 1,000 hours in the last 12 months. The legislation amends the eligibility requirements to include employees that work for an employer with 15 or more employees, have been employed for at least three months, and have worked 250 hours in the preceding three months. This will take effect six months after enactment.

A4854 Schnall - P.L.2025, c.252 - Modifies method of allocating State aid for providing auxiliary and remedial services to nonpublic school students. NJASBO strongly opposed this legislation based on the belief that the proposed changes will result in cash flow problems and increased workload for local school business officials. This is applicable to the first full school year following enactment.

A5935 Peterpaul, Reynolds-Jackson - P.L.2025, c.276 - Amends the Charter School Program Act of 1995 to impose new requirements pertaining to charter school admission, enrollment, reporting, and athletics including:

• Prohibiting charter schools from using admissions criteria beyond a random lottery when demand exceeds available seats;

• Requiring schools to coordinate better on student transitions by establishing a student placement liaison to assist with entries, exits, and enrollment tracking;

• Banning charter schools from counseling or advising students to withdraw;

• Mandating annual reporting of non-identifiable student exit data (dates, reasons, next placement) to the Commissioner of Education; and

• Requiring charter schools with sports to join a voluntary athletics association and follow its rules, setting eligibility conditions for non-resident athletes.

This act shall take effect immediately and shall first apply to the first full school year next following the date of enactment.

A5936 Peterpaul, Reynolds-Jackson - P.L.2025, c.277 - Amends the Charter School Program Act of 1995 by establishing various requirements for charter schools and strengthening State oversight. This includes:

• Increasing charter school oversight and transparency;

• Requiring public notice and access for charter applications, renewals, and major decisions;

• Mandating clear, public reporting of budgets, contracts, leadership salaries, and finances ensuring charter schools are financially responsible;

• Strengthening governance standards for charter boards and reinforcing Open Public Meetings rules;

• Expanding transparency and accountability for charter management organizations; and

• Prohibiting for-profit entities from operating charter schools;

• Giving the Commissioner of Education stronger authority to review, place on probation, or revoke charters; and

• Ensuring charter schools are financially responsible and responsive to community needs.

Enactment dates vary based on sections of the law.

S1783/A3865 McKnight, Turner/Reynolds-Jackson, Speight, Bagolie - P.L.2025, c.284 - Requires instruction on cursive handwriting in public school curriculum for grades three through five.

S3447 Corrado, Diegnan - P.L.2025, c.301 - Establishes Special Education Transportation Task Force. A task force representative from NJASBO was added to the bill at our request.

S3195 B. Smith - P.L.2025, c.298 - Prohibits food service business from providing single-use utensils and condiments to customers under certain circumstances and requires DEP to establish an education campaign on benefits of reducing single-use utensils and condiments. Schools were listed as exempt from this law due to NJASBO and other organizations opposition.

BILLS POCKET VETOED

A6149 (Tully) - Establishes nonpublic school nursing services pilot program to provide funding to county consortium of nonpublic schools for nursing services

BILLS NOT PASSED BY BOTH HOUSES

A5158 Reynolds-Jackson/S3998 Greenstein - Provides TPAF members and certain retirees same benefits provided to members enrolled in the retirement system before July 1, 2007.

S4488 Timberlake - Revises requirements for proceedings concerning nonrenewal of non-tenured staff members of district boards of education.

A5847 Coughlin/S4608 Sarlo - Extends deadline for completion of school district's annual audit for 2024-2025 school year to January 10. The Governor issued a conditional veto in November 2025. As the session ended the bill was on second reading in the Assembly to concur with the Governor’s conditional veto. Because there was no legislative concurrence before the session ended this legislation expired. In the absence of this proposed new legislation, the audit deadlines revert back to the original timelines defined in N.J.S.A. 18A:23-1.

STATUS OF 2024-25 SCHOOL FUNDING PROPOSALS

Both of the bills below were heard in the last weeks of the 2024-25 session but neither passed both houses. Lack of consensus on changes to fine points of the current SFRA methodology, caution about unanticipated consequences to selective changes to formula components, and the change in leadership in the Governor’s office all contributed to the lack of final action by the Senate and General Assembly.

A5966/S4885 - Requires Commissioner of Education to take certain action concerning preliminary State school aid notices and school district budgets and creates New Jersey Education Funding Portal; modifies certain provisions in school funding law.

A5310/S3917 - Makes various changes to school funding law and Educational Adequacy Report; establishes Special Education Funding Review Task Force

New Jersey has eight county special services school districts, which offer cost-effective special education to more than 3,300 students with special needs, ages 3 to 21. In addition to educating students on their own campuses, some special services districts partner with students’ home districts to provide equitable access to comprehensive special education. 

Why Special Services? 

Authorized by the New Jersey Legislature, the special services school districts’ programs are part of the continuum of services that support students with a range of special needs. Although many students can benefit from being mainstreamed with their neurotypical peers, students with the most significant special needs require small, specialized classes, as well as intensive services and supports to help them achieve their full potential.  

Providing such intensive services benefits the students as well as the sending school districts, who do not have the resources or capacity to meet the complex needs of these students on their own. Sending students to these regional schools, or bringing staff members in to deliver shared services at the student’s home school, is a cost-effective way to ensure the needs of all students are met without expensive in-house programs or sending students to expensive private school placements. 

Special services districts continue to educate students up to age 21, to guide them through a successful transition to adulthood. The programming offered at special services districts is fully individualized according to person-centered planning guidelines. Young adults in these programs work toward increased independence and employment, depending on their level of need. They receive continued support as well as connections to healthcare, housing, and resources to help them with finances and transportation.  Special services districts also have over 500 sites where students are able to receive community based instruction, preparing them for successful integration into their community.

Specialized Staff

Special services districts employ highly trained staff who are dedicated to serving students with special needs. Low staff-to-student ratios ensures every student receives individualized attention. Knowing that success looks different for everyone, each student receives an educational program that is tailored to their own  strengths and challenges. Staff members and students work together toward the unique goals outlined in the program. 

By working with a special services school district, local districts benefit from the expertise and specialized resources, including highly specialized programs and professionals.

Customized Spaces and Equipment  

Within each special services district, administration and staff members work to establish spaces that promote academic, social, physical, and emotional development while meeting various student needs. Classrooms and therapy areas utilize specialized equipment such as sensory-friendly furniture including adaptive seating and positioning systems, and assistive communication devices. In addition, districts have sensory-integration rooms that are designed to offer controlled sensory stimulation through light, sound, and touch. They also have customized therapy spaces for practicing sensory integration or motor skills. The districts also have rooms designed to replicate real life home and work environments for practicing life skills to build independence. 

District Collaboration

Statewide collaboration with special services districts ensures best practices in helping students reach their full potential.

If an out-of-district placement is not necessary, some special services schools offer an option to partner with local districts to deliver a cost-efficient, high-quality service in the local district to ensure each student’s needs are met. Unlike other costly private placements, county special services schools are supported with county tax dollars, reducing the tuition and transportation costs.

To learn more about the county special services school districts, located in Atlantic, Bergen, Burlington, Cape May, Gloucester, Mercer, Salem, and Warren Counties, please visit njspecialservices.org.