I'm running for board

When I started digging into the budget earlier this year, I didn’t do it with the intention of running for board - I just wanted to add clarity and drive a productive conversation. The prior board elections have seemed fairly partisan and frankly pretty painful for the candidates running. However, I have decided there is a real need for someone with a financial background to help structure the conversations and decisions and I am willing to invest the time and energy that is required to do this well.

A little about me: I’ve spent my career in finance and accounting, including time as a CFO for high-growth companies, a consultant at McKinsey & Company, and earlier roles in government and public accounting. My work has always focused on bringing structure, clarity, and accountability to complex decisions.

I hold an MBA from the University of Chicago, a Master’s in Accounting from the University of Notre Dame, and a Finance degree from the University of Wisconsin. I’m also a CPA (license inactive) and a CFA charterholder.

I’m a parent of four young children, all age 10 and under, and we’ve lived in Rockville Centre since 2022. I have decided to run for the board because I believe I can make a significant contribution given the current budgetary needs.

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What I Believe

Educators should lead—supported by strong financial discipline.
Teachers and administrators are the experts in how kids learn, and that should remain at the center of decision-making. At the same time, strong financial and operational oversight ensures those decisions are sustainable. I see my role as helping bring a clear framework around spending, outcomes, and best practices.

We need a long-term plan for fiscal stability.
The district should have a multi-year view of enrollment, costs, spending, and reserves. Without that kind of planning, it’s difficult to make consistent decisions year to year. A strong plan should also consider structural drivers of cost, like facilities and program models.

We should define and consistently track what success looks like.
There has been a lot of discussion about rankings. While they can be useful, they don’t fully define a great school district. We should establish our own set of metrics—academic performance, graduation outcomes, and feedback from families—and review them consistently, ideally through a simple, transparent dashboard.

Clear information leads to better community engagement.
Even with a background in finance, I sometimes find district information difficult to follow. When data is presented clearly and consistently—and shared in usable formats—it leads to more productive conversations and stronger community involvement.

I would love to hear from you if you have input or would like to help. You can comment here or message me at marybethforRVCBOE@gmail.com.