When out on doors recently, I met a young girl who shared with me a bit about her experience living in this community - where she went to school, what grade she was in, and what she was up to over the summer. As I left, I gave her one of my palm cards and told her that if she had any thoughts or ideas she wanted to share with me - she could email me. And, she did:

“Dear Jillian, I think you would make a good mayor. BTW, I am the Girl who lived on the long hill in bay state village. With the crazy Dog. If I were old enough you would have gotten my vote.”

This was magic. It also was a reminder of how much our children have so much at stake in this game, and they have no concrete power to influence the outcomes - and, they are paying attention to how we as grown-ups navigate challenges as they arise when resources appear to be scarce.

Our children are our responsibility.

My Proposed Commitments to Public Education

When balancing the various needs of the city, my approach would include a strategic financial management principle that prioritizes the approval of the operational budget ahead of capital improvements. This ensures that the essential day-to-day services and personnel needs of the city are fully funded and secured before allocating resources to long-term projects. 

While capital improvements are vital for the city's future infrastructure and growth, a stable and well-supported operational foundation is paramount. My budget approval process will specifically focus on first identifying and securing the necessary funding for the annual operating expenses, followed by the allocation for capital projects, utilizing mechanisms like free cash, reserve funds, or municipal bonds where appropriate. This disciplined approach guarantees that critical services, such as public education, will receive the necessary appropriations without being made contingent on capital project funding.

When reprogramming unspent monies, the goal is to reallocate funds that were approved for a specific purpose in a previous budget cycle, but were ultimately not spent. In the context of the Northampton Public Schools (NPS), this means looking at funds from earlier appropriations, such as the Fiscal Year 2025 (FY25) mid-year appropriations that were not fully utilized.

The strategy involves taking these unspent funds and using them to cover non-personnel operating expenses within the schools. 

Non-personnel operating expenses typically include:

  • Supplies: Classroom materials, office supplies, cleaning supplies, etc.

  • Training: Professional development for staff, workshops, and conferences.

  • Utilities: Electricity, heating, and water for school buildings.

  • Maintenance: Repairs, upkeep of facilities, and equipment.

  • Technology: Software licenses, hardware purchases (non-capital), and IT support.

By using these unspent, one-time funds for such expenses, the money that would have otherwise come from the general operating budget for these same non-personnel items is then "freed up." This liberated portion of the general operating budget can then be redirected to more critical areas. In essence, my financial approach would be to optimize existing resources instead of letting funds go unused or be reabsorbed without specific purpose. Instead, they would be strategically deployed to cover a category of expenses that typically draw from the main budget. Determining a fair dollar amount for prudent reserve management involves several factors and is often expressed as a percentage of the annual operating budget rather than a fixed dollar figure. 

Below are my top priorities for ensuring all students in Northampton receive a high-quality public education and are embedded within my broader commitment to strengthening public education:

  • Strategic Investment and Resource Advocacy: I will continue to advocate for and ensure sustained strategic investment in NPS. This includes leveraging the significant commitments already reflected in the Fiscal Year 2026 budget and working tirelessly to secure additional resources at both local and state levels to meet the evolving needs of our students and educators.

  • Proactive Community Engagement: High-quality education is a collective responsibility. I will foster proactive and consistent engagement with parents, educators, students, and the wider community to understand their educational needs and priorities. This collaborative approach will ensure that our educational policies and investments are truly responsive to the community's vision for its schools.

  • Commitment to Transparency: Actively and consistently providing accurate information to the public, correcting falsehoods, and being transparent about public education operations and decision-making.

  • Student and Educator Well-being and Safety: Beyond academics, ensuring a safe, supportive, and nurturing environment is paramount. This includes addressing mental health needs, fostering inclusive school cultures, and providing resources that promote the overall well-being of both students and the dedicated educators who serve them.

  • Leveraging Technology for Enhanced Learning: I am committed to exploring and implementing technology solutions that enhance educational efficiency and effectiveness. This means investing in modern learning tools, improving digital literacy, and ensuring equitable access to technology for all students, which can open new avenues for personalized learning and engagement.

  • Collaborate with Other Municipalities: Forge strong alliances with other cities and towns facing similar educational funding challenges. By presenting a united front through statewide municipal associations, we can collectively amplify our voice and increase our leverage on Beacon Hill, advocating for equitable and increased Chapter 70 aid and other education-specific grants.

  • Build Strong Legislative Relationships: Proactively engage with state representatives and senators, providing them with clear, data-driven explanations of Northampton's specific educational needs and how increased state aid directly benefits our students.

  • Educate on the Cost of Education: Continuously educate state legislators on the true cost of providing a high-quality education, particularly in a community like Northampton with diverse student needs, and advocate for state funding formulas that truly reflect these costs.

  • Exploring Innovative Local Revenue Streams and Partnerships: I would work with the School Committee and financial experts to identify potential new local revenue streams that could directly benefit education, such as exploring community partnerships, grants, or carefully considered local ballot initiatives. This would involve engaging diverse communities and building trust to garner public support for these initiatives.

  • Enhance Public School Attractiveness: Proactively invest in programs, facilities, and teaching methods that make NPS the preferred choice for families. This includes highlighting the comprehensive nature of public education, its democratic values, and its commitment to serving all students, fostering a strong sense of community.

  • Engage with Families Considering Alternatives: Create open dialogue channels with families who might be considering charter or private schools to understand their needs and concerns. Use this feedback to inform public school improvements and address perceived gaps, thereby making the public option more responsive and appealing.

  • Demonstrate Value and Outcomes: Regularly communicate the successes and unique strengths of NPS to the community. This involves showcasing student achievements, innovative teaching practices, diverse program offerings, and the overall positive impact of public education on the community's social fabric and future workforce.