Sunday, June 15, 2025
Ahead of next Tuesday’s school board election, the Herald posed three key questions to candidates running in contested races across Valley Stream District 13. The questions focus on leadership stability, transparency, and fiscal responsibility—issues that have sparked intense community conversation in recent months.
The race for Vincent Caposio’s seat features candidates Anthony Bonelli, George Foley and Cecil Mathew.
Q1: Recent administrative shifts—such as the sudden reassignment of Howell Road School’s principal after 24 years—have raised concerns about leadership continuity. With long-serving principals nearing or eventually approaching retirement, how would you work to retain and attract strong new leadership and ensure a smooth transition across schools?
Matthew: Strong schools start with strong leadership. Sudden changes understandably raise concerns, which is why I would advocate for a more intentional approach to leadership development and succession planning. That includes mentoring emerging leaders, preserving institutional knowledge, and involving the community in meaningful ways. We should be proactive—developing leaders from within while also welcoming new voices that align with our district’s values. With guidance from the superintendent and current administrators, this kind of thoughtful, collaborative process can ensure smoother transitions, greater continuity, and ultimately stronger outcomes for students and staff alike.
Bonelli: With a strong, active, and responsible Board of Trustees, the negative impact of a principal or superintendent’s departure can be minimized. Unfortunately, Dr. LaRocca has gotten away with going against a significant number of parents and teachers in reassigning Mr. Huplosky to Wheeler Avenue School. It makes no managerial sense to remove a respected and dedicated principal from one school just to fill a gap in another. Howell now has to spend its resources getting a new principal up to speed. Leadership continuity is undermined when productive leaders are removed without cause. On my website, I explain strategies to maintain leadership and why employee morale is crucial. What message does it send when a principal with over 25 years of service is abruptly moved? Should teachers nearing retirement worry the same will happen to them?
Foley: As coach at the Leadership Academy, we stressed the need for new and veteran principals to be part of ongoing professional development. Identifying the dimensions of leadership through outside mentors or an active master principal who meets regularly on the challenges of each level should help to achieve stability.
Retaining leaders is a nationwide problem. Although money is at a premium, it would be wise to examine the reasons why some leaders do not stay and how we can support each principal in the important aspects of the position. The supervision and support of the principals by the district staff and the Superintendent might need to be examined by an independent consultant.
Q2: Community members have voiced frustration over a lack of timely and clear communication regarding major announcements and incidents. What concrete steps would you take to improve real-time communication and transparency between the district, schools, and families?
Matthew: With my background in leadership and organizational management, I see clear opportunities to improve how we communicate as a district. While I’m proud of the progress we’ve made, we can still grow—starting with building stronger trust and partnership among students, families, educators, and administrators. That means exploring innovative communication tools, ensuring everyone knows how to access and use what’s already in place, and creating more opportunities for real dialogue. Whether through town halls, feedback sessions, or community forums, we need spaces where people feel heard and engaged. Good communication isn’t just about sending messages—it’s about building relationships.
Bonelli: When a Board of Trustees is ineffective, the superintendent is free to act unilaterally. Despite a petition with over 700 signatures opposing the principal’s removal, including mine, Dr. LaRocca ignored it. As a former trustee, I alerted her to unsafe conditions at Dever School as early as January 16, 2024.
Communication exists, but if the Board doesn’t hold the administration accountable, transparency suffers. I’ve documented all of this on my website. I also proposed a bus plan that could save millions, but despite a promise, no cost-benefit analysis was done. I filed for the report in February—nothing. That’s not just a failure of communication; it’s a failure of duty.
Foley: If community members are frustrated over a lack of timely and clear communication regarding major announcements and incidents, it would be up to the superintendent to identify the obstacles and organize them among the district staff that performs these functions. The wide range of tools available should be tailored to the needs of the parents who must be part of the process of improving communications. Regular surveys and other methods for gathering parent feedback should be scheduled on a regular basis. Districts near us have had success with Google classroom, among other tools. It might be helpful for our communications team to reach out to our neighboring districts for systems that have been success.
Q3: The proposed 2025–2026 school budget includes a 2.12 percent tax increase, raising concerns among residents already strained by inflation. How would you balance the need for high-quality education with the importance of keeping the tax burden manageable?
Matthew: We have a responsibility to deliver a top-tier education while being thoughtful stewards of public resources. That means prioritizing what matters most—strong academics, safe and inspiring learning environments, student wellness, and retaining great teachers. As I continue to study the proposed budget, I’m asking key questions: Are we fully utilizing available state and federal aid? Can we expand shared services or seek new grants and partnerships? Does each investment have a direct impact on students or educator development? My experience in executive leadership has taught me to lead with both vision and accountability, always centering our students and families in every decision.
Bonelli: For years, I believe the administration has intentionally over budgeted and overtaxed District 13 families—as well as those in Districts 24, 30, and the Central High School District.
They distract voters by focusing on the tax levy, but the real issue is spending. District 13’s budget has increased 49 percent in the last eight years; the Central High School District’s has risen 76 percent in seven years. These are outrageous numbers. I urge families to vote No on the budgets. If the budget fails, it goes to a contingency plan—spending still increases, but at a slower rate. Under state law, academic programs cannot be cut under a contingency budget.
Foley:
Oversight of each item is extremely important. Are all personnel being used to the utmost? Can they be deployed in a way that honors the contract but is more cost effective? Is there a system that examines the material and custodial cost during the year so adjustments can be made before the year is out?
Are instructional materials and resources used effectively? Is there surplus material that can be used in another part of the school? Is there a system to involve the teachers who will focus on savings locally so that they can get what they need?
Many schools have initiatives from year to year, and the resources spent are wasted the next year. It is important not to order what is not called for in a changing curriculum.
More than ever, every member of the school community must advocate for public education by being active in petitioning to all levels of government officials.
George Foley's responses were received after the Valley Stream Herald went to press on May 13.
