underfunding that limited opportunities and slowed progress, Freehold Borough fought back—supported by a previous superintendent’s efforts to challenge the state and pursue fair funding. That advocacy changed the district’s trajectory, allowing leadership to expand learning spaces, increase resources, improve professional development, and create more opportunities for students and staff alike. Serving approximately 1,500 students, Freehold Borough is diverse and deeply community-oriented. The district supports multilingual learners, including families who speak Spanish as their primary language, and it continues to strengthen systems that ensure students and families can access education, resources, and support without barriers. Michael notes that community involvement is not something the district has to chase. Local organizations routinely reach out asking what families need, and support arrives quickly, whether through coat drives, food support, holiday assistance, or other immediate needs that affect student well-being and readiness to learn. Director of Curriculum and Instruction Dr. Samuel dela Cruzunderscores that this community advocacy runs deep. He points out that the same community members who support families today were instrumental years ago in helping the district go to Trenton and fight for better funding. In Freehold Borough, community partnership is not a secondary element of success. It is part of the operating model. That partnership extends beyond local generosity into broader professional networks and regional collaboration. Michael, Dela Cruz, and Assistant Superintendent of Business Patrick Pisano each maintain active county and state affiliations that allow them to collaborate with peers, share best practices, and respond more effectively to shared challenges. Pisano notes that organizations such as NJASBO and Monmouth County ASBO provide practical, scenario-based support across New Jersey’s complex funding and operational environment. For Freehold Borough, these external connections strengthen internal capacity, helping leadership stay informed, anticipate policy shifts, and refine district strategy. A strong example of local collaboration is the 283 CIVIL AND MUNICIPAL VOLUME 07, ISSUE 02 FREEHOLD BOROUGH SCHOOLS
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