Westfield Board Of Education 2025: Rob Benacchio

WESTFIELD, NJ — Westfield's school board election on April 15 has four candidates running for three open seats on the Board of Education.

Incumbent Robert Benacchio is running for one of the three, three-year seats. Opposing candidates include incumbents Mary Wickens and Kristen Sonnek Schmelz and newcomer Violetta Watson.

Are you running for school board in Westfield? Contact Alexis Tarrazi at alexis.tarrazi@patch.com for information on being featured in a candidate's profile and submitting campaign announcements to Westfield Patch.

Rob Benacchio

• Age: 48
• Town of residence: Westfield
• Position sought: Re-election as a member of the Westfield Board of Education.
• Family: Wife, Michele. Three children: Layla (sophomore), Kara (freshman), RJ (5th grade).
• Education: B.A., Drew University; J.D., Seton Hall University.
• Occupation: COO/CLO of commercial real estate brokerage, development and third-party logistics firm; attorney.
• Previous or current elected appointed office: Westfield Board of Education Member, 2021-2025; Zoning Board of Adjustment, Westfield, Architectural Review Board, Westfield.
• Campaign website:
  • Instagram: Benacchio_4westfieldboe
  • Linktree: https://linktr.ee/rhb4boe
  • Email: rhb4boe@gmail.com

Why are you seeking re-election to the Board of Education?

Three years ago, I ran for School Board because our District had become comfortable living off its reputation – not up to it. When I won, I was told not to expect much. However, through hard work, the statements I made as a candidate are now completed checklists, not unfulfilled promises. The theme for my next term is: “See It Through.” I ask Westfield to allow me to do just that by re-electing me.

Why I’m running is defined by who I am. I am a parent, and all three of my kids have been in the District since Kindergarten. I’ve served many roles in the community but loved my time coaching the most. This is the first time in 11 years I won’t be on a softball field coaching a talented group of girls who I care about like they were my own kids. The “why” for me is simple: I am not done looking out for these kids or our Westfield families. I will see through the strategic plan and the curricular, outreach, and operational improvements I insisted upon with them in mind.

I am an attorney, however, for the past 7 years, I have grown and managed a commercial real estate, development, and third-party logistics firm. I evaluate plans, manage development teams, and oversee budgets, schedules, and finances. It is my job to make moons and stars align. I will use this professional expertise to lead the most significant facilities improvements undertaken in half a century.

My experience on the Board is also important. I have learned about the Board and education law and policy, turning limitations into opportunity, especially as President this year. I took things talked about for decades and turned them into accomplishments. My experience allows us to think bigger and accomplish more. I am looking forward to the next three years working for the benefit of our children and community.

How do you feel about offering full-day kindergarten in Westfield?

I personally support adding full-day kindergarten. I do, however, understand those who are concerned about moving forward on full day kindergarten. It does carry with it a significant cost, both in building the required additional classroom space and in staffing, which would be funded by a later public vote a few years from now. It’s why I strongly advocated for the kindergarten proposal to be a separate referendum question. Timing, cost, and necessity are real questions, with valid arguments on both sides. As the Board has done with the last two years’ budget proposals (which resulted in the approval of necessary expansion of our counseling programs, and the creation of a separate and specially-trained grounds crew), we are presenting this issue to the voters with all the information we have, and asking for their partnership in moving forward.

For me, the pros of this proposal outweigh the negatives. The educational benefits of full-day kindergarten are clear and well-supported by studies. The cost and time savings for young families are significant. With Westfield already an outlier (as of nextyear, we will be one of only four districts in the State without full-day kindergarten), our lack of this program will be noticed by families looking to move into town and could affect property values and sale prices. Finally, full-day kindergarten could be required by the State in the future. I would prefer to construct the added classroom space as part of a comprehensive construction program than be forced to re-design and re-open new construction to add space at a greater cost later. If we did build space for full-day kindergarten today, but the staffing was later voted down, we would still be able to make use of the space constructed to offset enrollment increases, for added programs, or for reducing class sizes.

What would you like to see improved in the school district?

The most critical issues facing the District are improving its aging facilities, developing a modern, outcome-focused curriculum, and ensuring stable budgeting that balances the needs of students with the burdens on taxpayers.

• Facilities: Every conversation I have with parents about our facilities boils down to a simple realization: why are our curriculum, outcomes, and financial strength benchmarks for other districts, but our facilities are not? To correct this, we crafted a short-, mid-, and long-range maintenance plan, and restructured our facilities team, creating a separate, trained grounds crew. We also added shared services with the Town. But we have more to do. Our special needs students should not need to travel out of district because we do not have facilities for them here. We should not be conducting small group instruction in closets, with teachers standing next to rolls of paper towels. Improvements for our facilities will include moving forward – one way or the other – with the projects identified in the referendum, specifically question one. These are necessary upgrades that we will pay for one way or the other. If we address them by way of referendum, we will be able to make these improvements faster, and with debt service aid from the State; the only way we will get tax dollars returned to Westfield. The debt service aid associated with the $188M first question amounts to about $55 million. If we do not move forward with those projects in the referendum, we will still need to make the improvements, but they will take exponentially longer and will be funded completely by Westfield taxpayers. Separate from this, our new comprehensive strategic plan and maintenance schedules will allow us to better utilize our capital reserves to improve other essentials, like athletic fields and smaller-scale building improvements, as well as saving for emergent items. The Roosevelt Fabrication Lab and the repairs to the Roosevelt façade are great examples of how we have planned for and used these reserves. Each of those projects were funded with capital reserve, with the façade repairs an emergent expense and the Fabrication Lab a planned one, timed to fit the development and implementation of new design and fabrication programs at the intermediate schools.
• Curriculum: We have come out of a pandemic where learning loss was palpable. In response, we invested in tools that guide us in providing multi-tiered support systems for our students. We expanded our enrichment programs, STEM, and dual-credit courses. We embraced the positives and combatted the negatives of AI by revamping student conduct and discipline policies and creating digital media courses for our intermediate students to teach responsible use of AI. We are revamping all our curriculum to create consistent educational experiences and better parent access. This is work still in progress, which I will see through. In my next term, I will advocate for greater increases in dual-credit courses, professional-focused elective options, and STEM and digital media courses. We will also move forward with creating internship and alumni/community relationship programs to offer students experiential learning, job experience, and career training that will also help them stand out on college applications and resumes. Finally, we will do better at ensuring support systems follow our special needs students when they change grades and further expand in-district programs to provide as many opportunities as possible for students raised in the District to stay in the District. We need to ensure that stability bred by familiarity and lasting friendships is a part of our special needs students’ educational experience.
• Budgeting: We need to continue to develop budget strategies that overcome the burdens and limits of state mandates while maximizing community input, and student and taxpayer benefit. This year, we purchased buses for the District, resulting in transportation costs staying essentially flat. We added two programs for our special needs students, which allowed some of those students to remain in-District. The costs associated with those programs were also essentially flattened. We contracted intelligently with our unions, managing increases and creating long-term stability in the salary and benefit costs that represent 80% of our budget. Going forward, we will continue to operate within our means and the rules that govern our budgets but will seek to expand our ability to innovate by advocating at the State level for changes in budgeting laws, as we did this year. I will also broaden coordination with community partners to increase funding partnerships and create more opportunities for joint use of our facilities.

What other issues would you like to tackle if elected to the Board of Ed?

• Board Outreach, Operation and Communication: Upon joining the Board, and later becoming its President, I advocated for and helped craft the goal and accountability-focused approach that now guides District operations. This would not have been possible without willing partners in District administration and among the faculty. I also called for and achieved increased partnership with parents. In discussing our budget and referendum, we scheduled over 30 information sessions, both remote and held in person at our schools and District offices. I will ensure the Board maintains experience and focus, that we have the right personnel and strategic plans in place, and that we are even more visible in community engagement and partnership.
• Harassment, Intimidation and Bullying: Our District has done a good job ensuring these complaints are brought to light and investigated. However, limitations in the law make the investigation process arduous for the District and incredibly confusing for parents. The Board’s role in these investigations is also disjointed, leaving us potentially exposed to confidential student information. Dr. Gonzalez and I met with Assemblywoman Matsikoudis to discuss the function of this process, and we will work collaboratively with her to advocate for an improved process for this important work.

What sets you apart from the challenging candidates?

This question is likely to create divisiveness among candidates who are putting themselves out there for their communities, and I’d prefer to focus on positive qualities than compare negatives. I described my personal and professional experience earlier, which is unique among the candidates. The expertise I have acquired in three years of service is also important to a public who needs someone they can trust in this role. However, my current Board colleagues, Mary and Kristen, have been a significant part of the success we have seen over the past three years, and our ability to develop student-focused policy despite differing viewpoints is essential to any governing body. Their dedication and perspective enhance my experience and ideas. I’m looking forward to the Town bringing us back together to continue our good work.

Is there anything else you would like to share about yourself or your campaign?

My goal in joining the Board was to turn talk into action and ensure our District continues to set the bar for quality education in New Jersey. I also wanted to take the mystery out of Board action, providing parents and community members greater opportunities for interaction with us. We have made major strides in achieving these goals. My message for my next term is simple. In return for your investment of a vote in me, I will spend the next three years firmly invested in providing the best education possible for our children and community.