Six candidates are running for four, four-year terms on the Parkland School Board.
Five candidates — Alyssa Beckwith, Patrick Foose, David Hein, Jon Macklin and Matthew Weimann — are crossfiled, meaning their names appear on both the Democratic and Republican ballots. Beckwith, Macklin and Weimann are registered Democrats; Foose and Hein are Republicans.
George Rivera is a Republican solely running on that party’s ticket.
Please see the candidates’ responses to СŷƵ’s issues questionnaire below.
The primary election is May 20. To vote in a party’s primary election in Pennsylvania, you must be a member of that party.
Alyssa Beckwith
Alyssa Beckwith grew up in the СŷƵ and graduated from Allen High School. She attended Lehigh University to study chemical engineering and now works in project management, supporting clinical trials at Johnson & Johnson. Beckwith and her family have lived in the district since 2017, and her daughter attends Parkland High School.
How will you seek to manage costs as the district takes on new building projects while confronting the expiration of pandemic relief funds and the potential of further federal funding cuts?
I will collaborate with the other School Board Directors and the district administration staff to diligently evaluate the budget, shape creative solutions to meet students’ needs and redistribute funds as necessary.
As you seek to manage costs, what are the programs you feel are most important to preserve?
Programs that support both core academic development and well-rounded personal growth particularly our core academic curriculum, special education services and mental health services. I would want to better understand how other programs are being utilized before making any decisions on which programs should be preserved.
How will you balance the district’s financial needs with the impact of tax rises on local residents?
Will continue with providing financial transparency while allowing the community to provide feedback on how to best meet our needs through listening sessions, etc. In addition, will look to reduce waste where possible and provide visibility to the return on investment.
How will you encourage recruitment and retention of teachers, especially in high-need areas such as special education?
By providing competitive salaries and benefits while also allowing our teachers the autonomy to educate our students in a safe environment.
How should school directors navigate federal education policy demands that seek curriculum changes and/or adjustments to policies that govern the treatment of LGBTQ students and immigrant families?
We will continue to follow state law with respect to these demands and avoid using tax dollars on litigation costs while providing a safe environment for all of our students.
Patrick Foose
Patrick Foose earned a bachelor’s in English/political science from Moravian College and a master’s in education from Kutztown University. He worked as a legislative assistant for the Pennsylvania State Senate. Foose served on the Parkland School Board from 2019 to 2023 and also served on the board for the Lehigh Career & Technical Institute.
How will you seek to manage costs as the district confronts the expiration of pandemic relief funds and the potential of further federal funding cuts?
Let me be crystal clear when I state that the pandemic relief funds are gone. District personnel that were hired utilizing covid funding are now starting to hit the actual budget and we need to prioritize funding. With the potential for further funding cuts from the federal government, Parkland needs to consider reining in some of the building projects planned. Look, I am a huge supporter of Parkland football. However, the football stadium was added later on once I left the board. It could have been a project we could have sat on until the middle and high school additions were completed.
As you seek to manage costs, what are the programs you feel are most important to preserve?
As someone who is a huge advocate for individuals with special needs, we need to advocate to help improve our special education department. I have spoken to many families who find the special education department lacking. We could utilize services from the CLIU and save taxpayer money and resources. Case in point, the CLIU could get software at a rate of 3 dollars per student when Parkland would have to pay 6. The software and curriculum costs a lot of money and if we spent more wisely and utilized our resources more effectively, we wouldn’t need to have the taxpayers feel the pinch harder every year.
How will you balance the district’s financial needs with the impact of tax rises on local residents?
The problem is the fact that the district is increasing its budget expenditures 5% each year. I am not for cutting valuable programs that could negatively impact a student’s education. However, even with the max act 1 index of 4% this year would render a 6.5 million dollar shortfall. We need to cut the waste as it relates to capital projects and possibly reorganize the administration to lower the overhead costs that have no direct impact on student success. We have too many administrators and could consolidate certain responsibilities for a district of our size.
How will you encourage recruitment and retention of teachers, especially in high-need areas such as special education?
We need to target and establish relationships with our local and state colleges and universities while showing why our district is the right place to build a career. We can also offer mentorship opportunities to new hires and support our staff if they have a very stressful workload by providing the tools for teacher success long term.
How should school directors navigate federal education policy demands that seek curriculum changes and/or adjustments to policies that govern the treatment of LGBTQ students and immigrant families?
The Parkland School Board in conjunction with the school solicitor looks at the executive orders and existing supreme court precedent to ensure our policy falls in line with the constitutional requirements of the law. All students are entitled to a free public school education and to be protected through safety procedures in line with recommendations from accredited educational safety organizations that hire former FBI officials. That safety guarantee applies to everyone through the principle of in loco parentis and leave the school liable if student safety is indeed questioned.
David Hein
David Hein is finishing his third term on the Parkland School Board and running for re-election. He has served on several additional boards, including at Lehigh Career & Technical Institute, Lehigh Carbon Community College, the Pennsylvania School Boards Association and the Keystone Center for Charter Change. He works in finance and accounting, with 30 years of experience in the health care and nonprofit fields. Hein lives in South Whitehall Township, and his wife and daughter are both teachers in the district.
How will you seek to manage costs as the district takes on new building projects while confronting the expiration of pandemic relief funds and the potential of further federal funding cuts?
In order to manage costs for the district, I will continue to work with the administration to determine if there are higher return investments that fall within the guidelines of what a school district is allowed to invest in. I will also continue to advocate for fair funding and charter/cyber charter cost reform, which is way overdue and drains millions of dollars from traditional public schools each year. As our new building and expansion projects come on line, I am in favor of looking at the scope of the projects again to make sure that the size and timing is right for what the district can afford now and into the future, while realizing that as our student population grows, we need to address the capacity and ongoing maintenance of our buildings
As you seek to manage costs, what are the programs you feel are most important to preserve?
I believe that all our programs across academics, arts, and athletics are important to preserve. Having programs available in all three of these pillars provides a well-rounded education for all our students and provides them with opportunities to explore the things that interest them most. We need to continue to be creative in how we provide services to our students while maintaining supports for our teachers and staff.
How will you balance the district’s financial needs with the impact of tax rises on local residents?
As the commercial property growth slows, and our student population increases through families moving into the district, our tax base will continue to grow; however, it will be at a much slower pace than we have seen in recent years. Knowing that new businesses and new residents bring in additional tax revenue, we need to understand that even this will likely not cover costs, which are increasing for just about everything we pay for. I will continue to work with the administration to look at all costs and seek alternatives for the costs that we can control. In a district where salaries and benefits are approximately 74% of our budget, we need to continue to work with our unions to be able to retain the best teachers in the СŷƵ while managing the costs to the district.
How will you encourage recruitment and retention of teachers, especially in high-need areas such as special education?
I feel that we have the best teachers and staff in the СŷƵ. There is no doubt that there is a shortage across all teaching and support disciplines in Pennsylvania. We need to continue to support our teachers and provide them with the resources they need. We also need to look for additional programs and partnerships with colleges and universities to supplement our staff with student teachers and interns. I believe that we should look for new ways to recruit as well as expand the areas we recruit from.
How should school directors navigate federal education policy demands that seek curriculum changes and/or adjustments to policies that govern the treatment of LGBTQ students and immigrant families?
I know that Parkland does an outstanding job to meet each and every student where they are and provides them with the programs and supports they need to succeed in school and life. This is done regardless of any type of demographic label that can be put on a student. And this is one of the things that I am most proud of that we do right in Parkland. I will continue to stand with the administration to support our students with whatever they need. School directors and school districts need to follow the laws that are in place at both the Federal and State levels; however, that does not mean that we abandon or ignore our students who need help the most.
Jon Macklin
Jon Macklin studied history at Pepperdine and received a master’s in health administration from Virginia Commonwealth University. He worked in the health insurance industry for more than 15 years. Macklin is now a full-time stay-at-home dad with two elementary school children in the Parkland School District. He moved to the СŷƵ five years ago, and his wife is an oncologic surgeon at St. Luke’s.
How will you seek to manage costs as the district confronts the expiration of pandemic relief funds and the potential of further federal funding cuts?
It is concerning that the federal government is moving to reduce and in some cases eliminate, funding for public education. While broader discussions about fiscal policy are important, cutting support for public schools is detrimental to students and families. It places an unfair burden on local taxpayers and threatens the high-quality education that the Parkland School District has long delivered; and that our community expects and deserves.
As we face the expiration of pandemic relief funds and potential federal cuts, we must be strategic and proactive in managing costs. One area of immediate concern is the significant funding Parkland is required by the state to transfer to cyber charter schools; currently between $3 and $4 million annually. These funds are diverted from our district to support entities that consistently underperform and do not offer comparable academic or enrichment opportunities for our students.
Advocating for legislative change to reform these payments is essential. Doing so would preserve taxpayer dollars, protect educational quality and ensure local funding stays within our schools where it has the greatest impact.
As you seek to manage costs, what are the programs you feel are most important to preserve?
I recently attended the Parkland School Board Budget Seminar, in which the district’s administration and board went through the proposed 2025-2026 budget line by line. The budget and the associated programs across the district were discussed and reviewed in granular detail. During the 8+ hours of the discussion, I can honestly say that there wasn’t a single program in the discussion that I felt didn’t provide a direct value and benefit to our students. One of the hallmarks of Parkland’s exceptional reputation as a desirable school district is the comprehensive and diverse array of programs and opportunities we provide to our students. My primary objective is to ensure that the Parkland School District maintains this exceptional level of opportunity for all of our students and families in the future.
As we manage costs, rather than cutting from student-centered programs, we should continue seeking efficiencies elsewhere and advocate for smarter policy decisions at the state level. Our focus must remain on ensuring that all students in Parkland continue to benefit from the exceptional opportunities our district provides.
How will you balance the district’s financial needs with the impact of tax rises on local residents?
Balancing the district’s financial needs with the impact on taxpayers requires thoughtful, transparent decision-making. As a board member, I would approach every budget decision with a focus on sustainability; working to ensure that we protect the quality of our schools while being mindful of the financial realities facing local families.
We must continue to seek efficiencies within the budget, identifying opportunities to reduce or reallocate spending without compromising student outcomes. Second, we must advocate for policy reforms at the state level, such as changes to cyber charter funding, that would alleviate local financial pressures.
I believe in open, honest communication with residents about how tax dollars are being used and why certain investments are necessary. High-performing schools protect property values, attract business investment and contribute to the strength of our entire community.
Ultimately, my goal is to ensure that Parkland remains a place where a high-quality, robust education is available to every student and we are able to provide this in a fiscally responsible manner.
How will you encourage recruitment and retention of teachers, especially in high-need areas such as special education?
Recruiting and retaining high-quality educators especially in high-need areas like special education is critical to maintaining the strength of the Parkland School District. To effectively do so we must ensure that Parkland remains a place where educators feel respected, supported and valued. In addition to offering competitive salaries, we must also promote a district culture where teachers feel valued, supported and part of a strong, mission-driven community. We must continue to offer high-quality professional development opportunities and provide educators with the necessary resources to meet the diverse needs of their students.
I believe Parkland can strengthen its educator pipeline by expanding the use of paraprofessionals and classroom aides. Partnering with local colleges and universities to create hands-on, experiential learning opportunities for students pursuing education degrees can serve as both a support system for current staff and a meaningful recruitment tool. These collaborations can provide aspiring teachers with valuable classroom experience while fostering early connections with the Parkland School District.
How should school directors navigate federal education policy demands that seek curriculum changes and/or adjustments to policies that govern the treatment of LGBTQ students and immigrant families?
School directors have a responsibility to uphold federal and state laws while also advocating for policies that reflect the values of equity, inclusion and respect. When navigating education mandates, especially those impacting LGBTQ students and immigrant families, we must prioritize student well-being, ensure compliance with legal protections and maintain a learning environment where all students feel safe, supported, valued and welcomed.
Parkland must approach policy shifts with transparency, community engagement and a commitment to facts and fairness. Parkland should act with compassion towards marginalized and minority communities. Our district must continue to ensure that every student, regardless of identity, background or immigration status has equal access to not only the high quality education that Parkland provides, but also equal access to the robust resources and extracurricular opportunities available within our district.
George Rivera
George Rivera is a restaurant manager. He’s been in the industry for 23 years, and he worked his way up from dishwasher to managing partner at Darden Restaurant Inc. George and his wife, Shannon, have three children, the oldest of which attends Parkland High School.
How will you seek to manage costs as the district takes on new building projects while confronting the expiration of pandemic relief funds and the potential of further federal funding cuts?
If elected, I intend on applying the same approach I utilize when managing the costs of the business I operate. I will seek to understand every line of the budget. Once I have become a subject matter expert, I will determine which budget lines could potentially be improved based on two things:
a. If this particular line item is removed or reduced, will it negatively impact our staff’s ability to provide an exceptional education?
b. If the answer is no, then actions should be made to reduce this particular line item to appropriate more funds towards new building projects.
When you think about the vast number of variables to manage throughout the district, I am confident that we can collaborate to reduce certain costs down. Indiscriminately just cuttings costs is not a long-term solution. But, when you consider how most companies, we seek services from look at us as a “government-funded” entity with endless funds, a certain level of assertiveness needs to be applied when approving contractual work.
As you seek to manage costs, what are the programs you feel are most important to preserve?
This is a very easy question to answer. The most important programs are the ones that provide the true American high school experience which in my opinion are Arts, Theatre, Sports, Mathematics, Science, Tech, Music or any other program that encourages creative thought processes.
To me these programs encourage our children to broaden their minds and be creative, social, and grow into well-rounded individuals.
In elementary school I competed in the “Math Counts” competition and finished in the top 25% out of 250 participants. I utilize what I learned in the mathematics program provided by my elementary school daily, so I fully understand the benefits of programs that encourage lifelong lessons.
How will you balance the district’s financial needs with the impact of tax rises on local residents?
Balancing a budget at times requires a hands-on, collaborative approach. I would make it a point to spend time in every school inside of our district to have an understanding of day-to-day operations and solicit feedback that may be helpful in reducing costs and being more efficient. In the business I operate, my staff and managers give me a “wish-list” for supplies to order on a monthly basis. My team members know more than I do what supplies or lack thereof impact their ability to perform. Since applying this method, I have reduced supply costs by 2%!
In addition, many teachers have mentioned the amount of wasted food at the end of each lunch period in every school inside of our district. The issue is that our students are just given a certain amount of food without their discretion and whatever they do not eat is thrown in the garbage. Imagine if we did that in our homes, we would go broke in a month!!!! In my opinion, our school board directors must actually do some work in order to get work done.
How will you encourage recruitment and retention of teachers, especially in high-need areas such as special education?
My team and I have taken the time to talk to almost 2,000 Parkland School residents since February of this year and I have been in contact with many school district employees. The one consistent complaint they all make is “we are top heavy” from a salary standpoint. They feel as though we have too many administrative positions. From the outside looking in it appears as though that complaint bears validity as TOTAL student enrollment has increased by 76 students per year since the 2018-2019 school year, but the district made the decision of adding 12 administrative positions during that time period. As noted in a LehighValleyNews.com article, the business administrator made the suggestion to make cuts to hourly positions that directly work with our students, which in my opinion is a bad decision. As much money as possible should be invested into retaining and recruiting teachers, especially those that specialize in special education. I would encourage having representation at local college job fairs in addition to actively recruiting students that engage in our internship program as these individuals tend to be committed as opposed to being interested in pursuing a career in education.
How should school directors navigate federal education policy demands that seek curriculum changes and/or adjustments to policies that govern the treatment of LGBTQ students and immigrant families?
I am unsure how a school board director would have the authority to not follow any federal policy. 5 years ago, there were many guidelines and mandates that we had to follow whether we agreed with them or not. There were people that either supported the mandates or did not but despite your opinion on how things should have been handled, everyone had to comply or be subjected to consequences. Time has passed and now we have new topics of potential contention that despite our personal feelings of how things are to be handled, we will have no choice but to comply. I am deeply unsure how valid my opinion is in regard to these two topics as it appears to be a potential leading question sparked by national headlines and could potentially be deemed as politicized. All children are gifts to this world and deserve to be protected at all costs. I plan on honoring this under the guidelines laid out by federal law.
Matthew Weimann
Matthew Weimann is a teacher in the East Penn School District. He’s taught for 14 years, switching into the field from his previous work managing a home painting business. He holds a master’s of education from DeSales University. Weimann’s daughter attends Springhouse Middle School, and he credits the district’s early childhood intervention programs and speech classes for enabling his daughter, born deaf, to be completely mainstreamed into classes and activities.
How will you seek to manage costs as the district confronts the expiration of pandemic relief funds and the potential of further federal funding cuts?
I’ve been a teacher for 14 years. During the first few years I had to long term sub. I filled in for teachers who needed time to recover from medical emergencies as well as maternity leave. Each new substituting gig had to be approved by the school board.
I mention all of this because it illustrates an important responsibility of a school board. Staffing is the largest part of any school district’s budget. The salaries and benefits of Parkland employees make up 74% of the budget.
I’m pleased with the way Parkland refused to lay people off during the pandemic. Instead, like several other forward thinking districts, Parkland used federal funding to hire new staff to help struggling students. This was wise. In order to manage cuts in funding, I suggest not filling the contracts of retirees. Instead, make lateral moves.
As you seek to manage costs, what are the programs you feel are most important to preserve?
On April 25th, I attended an all day Parkland Budget Seminar. This meeting of school board members, school district administrators, and department heads was open to the public. I had to take time off of work to attend, but it was well worth it.
I was able to witness explanations of budgetary decisions. For example, graphs showing the ages of our transportation fleet, costs associated with upkeep versus new purchases, and reasons for expenditures were shared.
At the end there was a time when the board discussed ways to save money. I was particularly proud of the board that I am preparing to join for striking down the idea to cut the late bus.
This busing program provides students who can’t get picked up by a parent with a way to get home after athletic activities and after school events. It is an icon of public education and equity.
How will you balance the district’s financial needs with the impact of tax rises on local residents?
Many Parkland homeowners don’t know that we pay the lowest percentage of taxes in the area. This was one of the many things communicated at the Parkland Budget Seminar on April 25th. This is partially due to the large amount of industry in the district. The only school district with as much industrial money was Catasauqua, and their millage is 4 points higher than Parkland.
Some will suggest using the rainy day funds that the district has accumulated in order to not raise taxes. The problem with this idea is that the credit rating of the district is reliant on having this back up money. If too much of it gets used up, we won’t be able to borrow at a good rate. This would present a ballooning debt down the road. The people who present this idea claim to be fiscally responsible, but they seem to be very short-sighted.
How will you encourage recruitment and retention of teachers, especially in high-need areas such as special education?
The best way to recruit and retain the best teachers is by being the best school district. I don’t say this flippantly. Homeowners would do well to understand that paying school tax is an investment. Not only will you be funding the best district, but this is one case where your tax dollars truly do trickle down.
If programs were cut; if salaries decreased or stagnated; if funding dropped, quality would drop, teachers would not fight to work here, and property value would lower. When you pay school tax, you are paying into the value of your home and the quality of community in which you live!
How should school directors navigate federal education policy demands that seek curriculum changes and/or adjustments to policies that govern the treatment of LGBTQ students and immigrant families?
The school district must follow the law. There are federal court cases, amendments, and state/local laws that govern the topics mentioned above. If school board directors in any district decided to do something that goes against those court decisions and amendments, the district would be sued, thereby wasting taxpayer dollars on frivolous, unnecessary lawsuits. Policies coming from the federal government are not always clear in what actions can and should be taken. The Parkland board is lucky to have a very thorough solicitor who advises them on the specifics as new information comes forth from the federal government.
All that being said, I believe students need to feel safe and secure in order for any learning to occur. The old teaching adage rings true, Maslow’s hierarchy comes before Bloom’s taxonomy. I would do everything within my power to make sure every single student is as safe as possible.
