Big thanks to the League of Women Voters and the Haddonfield Civic Association for putting together the Town Candidate Forum on March 31st. It was a great chance to connect with the community and talk about the issues that matter to all of us. A few days before the event, candidates were given a full list of potential questions from the moderator. While there wasn’t enough time to get to every one during the forum, I wanted to make sure you still had access to all of my responses and thoughts that time didn't let me express. So I’ve shared the full list here, along with where I stand on each topic — because I believe transparency matters, and you deserve to hear it all. 

Click to view the Haddonfield Civic Association Forum on Youtube

Senior Citizens are often forgotten as far as affordable housing options. There are no places similar to Uxbridge available in Haddonfield. What would you do to improve senior housing options in Haddonfield?
I hear this concern a lot, and it’s a really important one. So many of our seniors have spent their lives building this community — they should be able to stay here comfortably as they age. While I’m not pushing for large-scale development, I do think we need to be smart about encouraging developers to consider seniors when they’re designing projects. That means things like one-floor living, walkable access to downtown, and age-friendly amenities. But housing is just part of it. We also need to make sure staying in town is worth it — that there are activities, services, and social opportunities that help seniors feel connected and supported. Whether it’s through community events, fitness classes, or even better transportation access, I want to make sure older residents not only have a place to live, but a reason to stay engaged and feel like they still belong here.

Currently, the Haddonfield School District is seeing significant enrollment growth. Given the 2% funding cap, decrease in state funding, and rising costs of benefits, salaries, and utilities, would you or would you not endorse allocating a portion of PILOT (Payment in lieu of taxes) funds to help sustain the district's high-quality education? Please explain the reasons for your answer.
This is a big question, and before we even talk about how PILOT funds could be used, we need to figure out how much—if any—will actually be available. The first priority is covering the debt service for the affordable housing project, and only after that’s paid can we talk about allocating anything to other needs, including schools. That said, it’s important to remind folks that our school district already receives exactly what it asks for the borough to collect for its budget—that’s state law. Even if the Borough only collects 90% of property taxes, the schools still get 100% of their request, and the Borough has to make up the difference. Our schools are the driving force behind our students' high achievements and the primary reason we choose to live in Haddonfield, enjoying high property values. Ultimately, we must collaborate to ensure that the Board of Education has the resources it needs. Additionally, we should explore shared services to reduce costs and pursue other creative solutions. That’s why I believe a good working relationship with the school district is critical. Collaboration can save both sides money, especially when it comes to shared services—like field maintenance, snow removal, or building use. And in today’s economy, every dollar we can stretch just a little farther really matters.

How would you assess the relationship between the county and the borough? Please detail how, if at all, the borough of Haddonfield would benefit from a stronger relationship with Camden County.
Right now, our relationship with Camden County is polite, but not particularly strong—and I think we’re leaving opportunity on the table. A lot of residents don’t realize that a big chunk of their property tax dollars goes to the county. The question is: are we getting enough in return? That’s where relationship-building really matters. I believe the best bang for our buck comes from cultivating real, working relationships with county officials. When they know who we are—what we need, what we’re working on—we’re more likely to get their attention, and their support. That can mean more help with infrastructure, stormwater projects, shared equipment, or even grant funding. It’s not just about asking for money; it’s about being at the table when decisions are made. I want to make sure Haddonfield is well-represented, visible, and actively forming partnerships that benefit our residents and stretch our dollars farther.

What will you do as commissioner to improve communication and community engagement, and increase transparency of town decisions and actions?
This has been one of my top priorities, and I’m proud of the real progress we’ve made. I hold open office hours every Monday so residents can talk to me directly, no appointment or formal setting required. I’ve also made sure that recordings of our public meetings are easily available to everyone—no more needing to submit a request just to see what happened. And after each meeting, I don’t wait for the newspapers to tell the story—I write and share summaries myself. I do this so people hear what happened directly from me, quickly and in plain language. I also take the time to explain how I arrive at decisions. Even if you don’t agree with my conclusion, I hope you’ll understand the reasoning behind it. I believe transparency builds trust, and that’s what I’m working toward—every single week.

How, if at all, do you plan to improve storm water management?
Let me start by saying something I wish didn’t need to be said in 2025: I believe climate change is real. And it’s not some distant issue—it’s already affecting us here in Haddonfield. We’re seeing heavier rainfalls, more frequent flooding, and an aging stormwater system that wasn’t designed for these kinds of weather patterns.

I haven’t been in office long—just a few months—but I’m committed to supporting any project that helps us get ahead of these challenges. The reality is, stormwater management is bigger than just Haddonfield. We’re part of a regional ecosystem, and lasting solutions will come from strong relationships—with the county, neighboring towns, the state, and even agencies like the Army Corps of Engineers. We need those partnerships to fund and implement larger-scale fixes.

At the same time, we can’t ignore local opportunities. We should be looking into green infrastructure—rain gardens, permeable surfaces, smarter zoning—and making sure developers are doing their part. And just as importantly, we need to keep residents informed. People deserve to know what we’re working on, where the risks are, and how we’re planning for the future. Because this isn’t going away—and we need to be ready.

How do you plan on dealing with the Affordable Housing requirements in a way that prevents stigmatizing those living in Affordable Housing and making them feel welcome in the Borough.
This is something I care deeply about. Affordable housing isn’t just a legal obligation—it’s a reflection of our values. And too often, it’s misunderstood or stigmatized. When people hear “affordable housing,” they sometimes picture something that doesn’t belong in a town like Haddonfield. But that couldn’t be further from the truth.

Affordable housing looks like our young volunteer firefighters. It looks like the young police officers who serve this community every day. It’s the young couples who’ve fallen in love with Haddonfield and want to raise their families here. It’s also seniors who want to downsize but stay close to their roots. These are people who deserve to live here—and we’re a better town when they can.

Design matters. Affordable units should blend in seamlessly—no separate entrances, no obvious distinctions, just high-quality homes integrated into our neighborhoods. But the social piece matters too. We need to lead with empathy, use respectful language, and create a culture of welcome. I’ll continue to be open and honest about why this matters and ensure we approach our obligations in a way that builds dignity, inclusion, and a stronger sense of community for everyone.

How will you address issues of diversity (or lack thereof), equity, and inclusivity in our Borough?
We all know Haddonfield isn’t the most diverse town—and I think it’s important we talk about that without getting defensive. But I also think we have some built-in strengths we can build on. Our events downtown, for example, draw people from all over. They create an atmosphere where folks from different backgrounds can come visit, get a feel for the community, and maybe even start to imagine themselves living here. That’s a great first step. The next step is creating real opportunities to make that dream possible.

We are the wealthiest town in South Jersey—and that’s not something I apologize for. But it does mean the bar for entry is higher than it is in surrounding towns. If we want to restore a more balanced lifecycle of residents—young professionals, young families, retirees—we need to make room for people who aren’t already established. That means supporting inclusive housing options and being intentional about who we’re inviting in. Diversity doesn’t happen by accident—it takes effort, planning, and a willingness to grow. I believe we can protect what makes Haddonfield special while still becoming a more welcoming, inclusive community.

After school taxes, the next largest portion of real estate taxes paid by Haddonfield residents is directed to Camden County to fund items such as roads, parks, and county policing. As a commissioner, what can you do to bring back money from the county to support or fund projects in Haddonfield?
This is something I’ve been thinking about a lot. We pay a lot into the county system—second only to what we contribute to the schools. The real question is: are we getting our fair share back? I’d argue we’re not. As a commissioner, I see it as part of my job to change that.

The key is relationships. I’m working to build real, consistent connections with our county representatives—not just showing up when we need something, but maintaining a seat at the table. That opens the door for Haddonfield to access grants, shared service opportunities, infrastructure funding, and even support for stormwater and environmental projects.

We’re a small town, but we shouldn’t act small. We should be putting in strong proposals, collaborating with our neighbors when it makes sense, and reminding the county that Haddonfield deserves investment too. Our residents are contributing significant tax dollars—we need to make sure we’re seeing that value come back into our roads, our parks, and our public services.

Which of the three commission seats - public works, public safety, and finance – most closely aligns with your strengths?
Finance and Revenue is absolutely the seat that fits me best—it’s what I do professionally every day. I’ve spent my career managing budgets, making strategic financial decisions, and helping teams do more with less. That experience translates directly to how I approach my role as commissioner. Understanding how to responsibly allocate resources, plan long-term, and look for new revenue opportunities is second nature to me.

Now, I realize that I was assigned the recreation portfolio, which typically falls under public works. I’ll be honest—that assignment doesn’t really make sense to me. I’m not sure why the previous administration set it up that way, but I do think it’s created confusion for our rec teams, their families, and their volunteer leaders. I’m working hard to bring clarity and consistency to how recreation is managed, but my true expertise—and where I believe I add the most value—is in financial oversight. That’s where I can ensure we’re being smart with taxpayer dollars, preparing for the future, and investing in the things that make Haddonfield such a great place to live.

How you see the role the Borough should play in relationship to youth sports in Haddonfield? How do you intend to collaborate with the volunteer leaders of these organizations during your term?
The biggest thing I’ve realized is that the Borough needs help here—specifically from the sports community and their leaders. These programs are the heartbeat of youth development in town, and they’ve built something special. Yes, the Borough owns the fields—especially now with even more coming under our control through the land swap—but ownership doesn’t mean we go it alone. We need to recognize and appreciate the serious financial commitments these programs have made and continue to make in maintaining and improving Borough property.

That said, these are Borough-owned fields, and we have a responsibility to ensure fair, thoughtful access. Our top priority will always be the Haddonfield School District and town-wide youth sports programs. After that, we want to create a clear structure that offers opportunities to emerging sports and community-based programs while still managing availability for outside organizations in a balanced, transparent way.

What’s exciting is that this isn’t just about logistics—it’s about building something sustainable together. I’m working closely with our new Director of Recreation and the volunteer leaders to streamline policies, scheduling, and field use. We’re laying the groundwork for a system that respects the past, meets today’s needs, and leaves room for what’s next.

What are your top priorities for supporting small businesses in downtown Haddonfield? What ideas do you have for increasing the value of downtown to Haddonfield taxpayers?
When it comes to ideas from our local merchants or the Partnership for Haddonfield, I start with one word: yes. My mindset is simple—tell me why it has to be a no, and if it doesn’t, it’s a yes in my book. Small businesses bring life to our town. Whether they’re long-established shops on Kings Highway or new ventures opening up on Mechanic Street, every business adds value to Haddonfield, and every one deserves our attention and support.

The Partnership for Haddonfield does an amazing job preserving the reputation and appeal of our downtown, and we all benefit from that. But as a commissioner, I represent all businesses—not just those affiliated with the Partnership. My door is open to every owner, every idea, every risk-taker trying to make it work here.

Looking forward, I’d love to see a dedicated area for all-day weekend events—something that supports our merchants without competing with them. The Farmers Market is a great example of how we can bring people into town in a way that feels local, festive, and connected. If we keep saying yes to good ideas, big and small, we can grow downtown’s value without losing its charm.

Do you support or do you not support charging the town sports program for field use? Please explain the reasons for your answer.
Let me be clear: we need to know the fields are maintained and playable. That’s non-negotiable. There’s a real cost to making that happen—and that’s something the sports organizations and the Borough need to work out together. How that cost is covered is where the conversation begins, not ends.

Some groups, like Little League, have made field maintenance part of the fabric of their organizations. They invest year-round—not just in-game days, but in the fields themselves. As long as they’re handling that work, keeping the Borough informed on costs, and collaborating with us on capital improvements like snack bars or lighting, I don’t see their “field use fee” as a bill. I see it as a commitment—a yearly investment they’re making into Borough-owned, centrally scheduled facilities that benefit the entire town.

At the same time, the Borough is the ultimate owner. We need to manage these assets responsibly and make sure upgrades, maintenance, and scheduling are fair, equitable, and in line with long-term plans. This isn’t about charging people. It’s about shared responsibility. If we get that right, the question of who pays what becomes part of a broader, more collaborative conversation about community investment.

What is your position on the land swaps between the Board of Education and the Borough?
I’ve supported the land swap from the very beginning—and not as a commissioner, but as a member of the Board of Education. In fact, I originally ran for BOE with the goal of helping make the land swap happen and protecting as much open space at Bancroft as possible. That work laid the groundwork for what we’ve been able to accomplish today.

Let’s talk about what’s already been protected. Because the Borough purchased the Bancroft property, we were able to swap land with the BOE in a way that preserved 14 acres of open space. That includes 8 acres at Radnor, now permanently protected, and another 6 acres on the west side of Hopkins Lane—1 acre for Lullworth Hall, a beloved historic landmark, and 5 acres of true open space following the demolition of Cooley Hall. That land is no longer hypothetical—it’s real, it’s protected, and we’ve already decided to use it for a multi-sport athletic field and a standalone gymnasium with some community access. The Board of Education has been a fantastic partner in expanding field access for all Haddonfield residents.

Now, on the east side of Hopkins, there was an opportunity to protect another 7 acres. Frank, Colleen, and I heard the desire to save as much land as possible and worked hard to secure it. It may not be the full vision I had hoped for, but I’m still committed to saving what we can, hopefully getting back to at least the 7 we had negotiated. Every acre counts. I look forward to working with the County to expand the surrounding park system—even a few more acres would be a win for current and future generations of Haddonfield residents. Open space doesn’t just preserve land—it protects the character of our town.

What plans do you have for addressing deteriorating roads and curbs in town?
What, if any, plans do you have for  upgrading/modernizing borough owned buildings? How will these improvements be funded?
Our infrastructure—roads, curbs, buildings—is aging, and we can’t ignore it. These are the core services residents rely on every single day. We’re already using a long-term capital improvement plan to prioritize road and curb repairs, and that’s something I fully support. We’ve got to be strategic, working with utility companies so we’re not tearing up newly paved roads a year later, and looking for grant money wherever we can to stretch our tax dollars.

When it comes to borough-owned buildings, we’ve made real progress. The police station is well on its way to finding a new, modern home that meets their needs. But we can’t stop there. The fire department needs some love too—especially when you consider that essential equipment like fire trucks and hoses can cost up to $2 million. That’s serious capital planning.

And this is where the “just build 10” crowd really missed the mark. That proposal would have consumed our bonding capacity for years with the existing acquisition investment and a construction project—meaning we’d be forced to delay or abandon critical upgrades like fire trucks, facility improvements, and even basic road work. These aren’t luxuries—they’re necessities for public safety and daily life.

We can’t do it all at once, but we can prioritize wisely, fund responsibly, and keep the town moving forward—without overburdening taxpayers or compromising our future.

Many residents in town are concerned with the speeding that frequently takes place on the main roads and on many of the connecting residential streets. As commissioner, what will you do to address this ongoing problem?
Speeding and other quality-of-life issues are absolutely something we need to stay on top of—not just with signs or speed bumps, but with real strategy. I look to our public safety professionals to lead on the enforcement side, but I also believe in encouraging them to engage with the community. I want to see stronger collaboration between police and residents to offer practical solutions—and to get our reputation as a “low-tolerance town” back. People should know that when they speed through Haddonfield, they’re going to get a ticket. Period.

From a financial perspective, I’m focused on supporting the resources that help make that happen. That means expanding and better leveraging our fire stipend program to show our volunteer firefighters how much they’re valued—and how essential they are. It also means making room in the budget for additional police officers so we can address these issues proactively, not reactively.

You can’t solve problems like speeding overnight, but you can set expectations, back up enforcement with resources, and build trust between public safety and the people they serve. That’s how we keep Haddonfield safe—for kids, seniors, and everyone in between.

Considering the frequent cancellation of sports events due to lack of water drainage, what are your thoughts for development of the Crows Woods space? What are your plans for other borough-owned field space that allowsfor more frequent use by residents of all ages?
Was this question teed up for the incumbents? Because we’re literally days away from hearing back on our DEP application for Crows Woods. If we get the green light, we’ll finally be able to cap the old trash dump to modern environmental standards. That’s a big deal—it opens the door for real, long-term improvements to the space.

But let’s be honest—it’s going to come with some growing pains. Once this project starts, it’s going to temporarily impact soccer, softball, and even our amazing community gardeners. Fields may be offline, access could be limited, and routines will be disrupted. That’s the reality of doing big things. We’ll need to get creative—look at alternative field use, temporary relocations, and, yes, make some compromises. But I believe the end result will be worth it.

This project gives us a rare chance to create a multi-use space—not just for sports teams, but for active adults, nature lovers, and families. Think better fields, better drainage, more welcoming walking paths, and a space that truly reflects how much Haddonfield values its green space. It’s not just about building better fields—it’s about building a better future.

People move to this town, in large part, because they want to raise their kids in a safe and nurturing environment. What will you do to protect kids in Haddonfield from things such as speeding drivers and crime?
This is such an important question, because it gets to the heart of why so many families choose Haddonfield. People move here because they believe their kids will grow up in a safe, walkable, nurturing community—and we need to keep delivering on that promise.

Protecting kids starts with the basics. That means slowing cars down on residential streets and main roads. I’ve said it before—Haddonfield needs to get its “low-tolerance” reputation back when it comes to speeding. Our police department should feel supported in enforcement, and I’ll continue to push for more budget room to hire and retain officers who can be proactive about traffic safety and quality-of-life issues.

It also means designing with kids in mind—better crosswalks, signage, lighting, and making sure our parks and public spaces are well-maintained and secure.

And from a bigger-picture view, we also need to support our volunteer firefighters and emergency services. Making sure our first responders have the tools they need—whether it’s modern equipment or adequate staffing—directly impacts how safe we are, and how quickly help can arrive.

Raising kids here should feel like a gift, not a gamble. And as commissioner, I take that responsibility seriously—because families are trusting us with what matters most.

Please detail your philosophy and concrete proposals to make Haddonfield a more just, equitable, and diverse – community in terms of race, ethnicity, and socioeconomic status.
I know that when people hear “diversity, equity, and inclusion,” it can sometimes feel like something far away or political. But at the local level, it’s actually very simple: it’s about making sure Haddonfield is a place where anyone—regardless of background—can feel welcome and valued.

Our downtown events already help create that feeling. They bring in people from all walks of life, show off what makes this town special, and give visitors a chance to imagine building a life here. That’s how we start—by creating connections, one moment at a time.

We’re a wealthy town, and that’s something we don’t have to apologize for. But it does mean we have a higher bar to clear when it comes to accessibility and inclusion. Supporting affordable housing, engaging with different perspectives, and fostering community events that reflect all kinds of stories helps ensure that Haddonfield isn’t just a great place for some families—it’s a great place for every family that can create their own opportunity.

Haddonfield’s leash laws are often disregarded by dog-owning residents and not enforced unless a police officer witnesses a dog off-leash in public. What would you do as a commissioner to better enforce or enhance our leash laws?
Ensuring the safety and comfort of all residents—both two-legged and four-legged—is a priority for our community. While Haddonfield has leash laws in place, their effectiveness hinges on consistent enforcement and community cooperation.​

In 2017, borough commissioners considered measures to hold pet owners accountable for their dogs' actions, addressing issues like excessive barking and dogs running at large. However, enforcement remains a challenge.​

To enhance compliance, we should clearly communicate existing laws, increase signage in public areas, and community education programs emphasizing responsible pet ownership. Additionally, exploring designated off-leash areas could provide a balanced solution, allowing dogs to exercise freely without compromising public safety.​ That, however, takes investment and is a discussion about priorities.

By fostering a culture of accountability and understanding, we can ensure that public spaces remain enjoyable for everyone, reflecting the community spirit that makes Haddonfield special.

What should be Haddonfield’s relationship to our neighbors in Camden County, and what specific changes do you propose to bring our town closer to that vision?
When we think about our place in Camden County, I believe our strongest and most practical partnerships are with our neighboring towns—like Haddon Heights, Haddon Township, Collingswood, and Cherry Hill. These are communities facing similar challenges, and there’s a lot we can accomplish together through smart collaboration.

Shared services can be a great tool in the right areas—things like recreation programs, equipment use, snow removal, and grant coordination. These kinds of partnerships can save money and improve service without compromising what makes each town unique.

That said, I want to be clear: I do not support shared services when it comes to police or fire departments. Those are core, identity-driven services, and local control matters. However, I’m open to supporting mutual aid strategies where professionals from our departments work together with other towns when it improves safety and response—as long as our autonomy remains fully intact.

Camden County can still play a role, especially with large infrastructure needs like stormwater management. But the real power is in our neighborhood connections. I want to keep building trust and collaboration regionally—because that’s where we’ll see the most benefit.

What, if anything, will you do to improve Haddonfield’s sustainability plan?
I believe sustainability should be woven into everything we do—not just treated like a separate checklist. That doesn’t mean overhauling the town overnight, but it does mean being intentional about our choices, and looking for ways to do better with every new project.

First, I want to make sure we’re doing the basics well—like improving our recycling program, reducing waste, and making energy-efficient upgrades to borough-owned buildings when possible. Those are simple steps that save money and reduce our footprint.

Second, we need to think bigger when we can. If the DEP gives us the green light at Crows Woods, that project could be a major sustainability win—not just capping a former landfill, but creating a mixed-use space that balances active recreation with nature trails and green infrastructure.

I’d also love to see us support more native plantings in public spaces, expand our tree canopy, and make stormwater management a key part of every land use conversation.

Finally, I believe in listening to residents—especially our younger ones—who continue to push for a greener future. There are great ideas out there, and I want Haddonfield to be the kind of town that says yes to the ones that make sense.

As commissioner what are your ideas for reducing costs and/or increasing revenue in order to provide tax savings to residents? Would shared services be part of your plan?

Yes—shared services are absolutely on the table, when they make sense and don’t compromise the quality of what we provide. A great example is the shared service agreement we just approved around our dumping fees. It’s a behind-the-scenes change, but it saves taxpayers real money. That kind of practical cooperation—between Finance and Public Works, between Frank and me—is how local government should work.

A big part of making shared services successful is having a commission that communicates well and respects each other’s roles. I’ve had great, productive conversations with every candidate on the ballot—even one who’s since dropped out—and I genuinely believe I could work with any or all of them. That kind of mutual respect is what allowed Frank, Colleen, and me to get off to a strong start. We’ve found common ground quickly on most things—and where we haven’t, like with the Lullworth vote, a 2-1 decision isn’t a failure. It’s part of healthy governance.

In fact, even in dissent, the mayor’s pushback made the plan better. That’s the kind of team I want to be part of—where core values matter, respectful disagreement is welcome, and we stay focused on delivering results for the people who live here.

What is your short-term and long-term plan for our dormant properties (such as Boxwood) that provide no current value to residents?
I’ve spoken at length about how poorly Haddonfield has historically handled its dormant, borough-owned properties. Simply put—we shouldn’t be in the business of holding properties long-term. We’re not set up for it, and it rarely ends well. That said, I’m proud of the progress we’ve made recently by choosing smart, appropriate projects that bring these properties back to life.

Take Lullworth, for example. We found common ground on a plan that preserves the historic structure, delivers positive tax revenue, and respects the property’s impact on the neighborhood. That’s a win. I’m equally excited about Boxwood Hall, which is now moving through our boards. A nine-bedroom bed & breakfast with an adjoining restaurant? That’s historic preservation and economic revitalization in one package—and it gets the property back on the tax rolls where it belongs.

For projects like The Place at Haddonfield, which are tied to affordable housing, putting them in the hands of a professional manager like CIS is a huge improvement. Borough ownership means staffing, benefits, long-term capital costs—all of which strain our budget. These projects should operate independently and sustainably.

The same applies to our scattered-site houses. The Haddonfield Housing Authority had a bumpy start, and it’ll be up to this commission to make sure it’s put on solid footing for the future.

If elected, what is your highest priority to accomplish as a commissioner, and how will we know if it is accomplished?
If I had to sum it up, my highest priority is to help restore thoughtful, responsible governance in Haddonfield—governance that protects what makes this town special, while also addressing the real, sometimes complex obligations we face. That means being honest with residents, making financially sound decisions, and ensuring that our land use and redevelopment choices reflect the long-term health and character of Haddonfield—not just short-term wins.

I don’t believe in governing by pressure or popularity. I believe in process, transparency, and accountability. Whether it’s preserving open space, protecting our ability to invest in infrastructure, or making sure our affordable housing is integrated with dignity—I want people to feel that their town is being led with care.

And here's something that really matters to me: commissioners are stewards. We’re here for a short window of time. My goal isn’t to get my name on a plaque. My measure of accomplishment is simple: did I leave the town better than I found it? That’s it. If residents can look back and say, “he listened, he worked hard, and he always tried to do what was right,” then I’ll consider that success. No more, no less.

As any PILOT (Payment in lieu of taxes) is finalized, what are your priorities to allocate the PILOT funds? (For example, Crows Woods, lower taxes, school costs.)
Before we talk about where PILOT funds should go, we need to know how much will actually be left after covering debt service. That’s step one. That said, I believe any remaining funds should be used responsibly to support things that benefit the whole town—like school costs, infrastructure, and open space improvements. 

Do you or do you not feel that the speed, depth, and ways in which we receive safety and police information are adequate? What ideas do you have for improving this situation?
Do you believe that Haddonfield police should or should not have complete autonomy in how they share information with the community?  What makes you say this?
I believe our police department should have professional autonomy when it comes to operational decisions—they are the experts, and we should respect that. But autonomy isn’t a blank check. The department still reports to the Board of Commissioners, just like every other department. And in our system, all three commissioners are equal—every decision that involves resource allocation is a shared responsibility.

That’s why I believe transparency and communication need to be a joint effort. If there’s room to improve how we share police-related updates with the public—whether it’s speeding enforcement, crime reports, or safety alerts—we should be willing to have that conversation. I’d like to see consistent public messaging that reflects both professional judgment and community expectations.

Ultimately, good governance comes from balance. Trust the professionals to do their job, but also hold space for oversight, collaboration, and shared decision-making. That’s how we stay safe, informed, and accountable.