Lannie Mossberg (U—endorsed by RTC): Lyme Candidate for Region 18 Board of Education 

Biography: 

My family and I have lived in Lyme for the past eight years. For the last three years, I’ve worked at the Town Hall as the Zoning Assistant. In this role, I work alongside our ZEO. I take meeting minutes for several boards and commissions. I’ve also taken on the responsibility of payroll administration.

Lyme is not just where I live—it’s where I see my future. I’m excited about the opportunity to become more involved in the school system and our community. 

1. Why are you running for the Region 18 Board of Education, and what skills or experiences make you the right candidate for that role? 

As a mother of three children currently enrolled in the Lyme-Old Lyme school system, I’ve witnessed firsthand the transformative power of our schools—and the challenges faced in delivering the high-quality education our kids receive. 

I’m running for the Board of Education because I believe Lyme’s students need a voice on the board who understands the daily realities of parenting in our small community: balancing family needs with the demands of academic excellence, extracurricular opportunities, and fiscal responsibility. I want to ensure every decision prioritizes our children’s future while respecting the taxpayer dollars that fund it. What makes me the right candidate is a combination of personal commitment, professional growth, and continuous community involvement. Raising three kids in the district has given me knowledge of our curriculum, from elementary programs to high school college prep. I advocate for my own children and connect with other parents, building a network that reflects diverse family perspectives.

Professionally, I’ve challenged myself to become more marketable after years focused on motherhood—pursuing certifications and skill-building that demonstrate resilience and adaptability, qualities essential for board service. Currently, I serve in Lyme’s Zoning Department, where I review development proposals, help enforce regulations, and collaborate with stakeholders to balance growth with preservation. I also handle the town’s Payroll and am involved with the Board of Finance and four other boards. These duties have honed my skills in budgeting, long-term planning, and transparent decision-making. I’m a problem solver yet empathetic, fact-based yet community-focused, and ready to bridge divides to keep our schools a source of pride for Lyme families.

2. In order of importance, what do you see as the top three challenges facing Region 18 over the next four years?

Based on district data, recent budget discussions, and facility assessments, here are the top three challenges facing the Lyme-Old Lyme schools over the next four years, prioritized by their potential impact on students, families, and the community’s long-term sustainability:

Artificial Intelligence (AI) transforming into decisions: The Board of Education was presented with “Artificial Intelligence and Education,” reflecting the district’s ongoing exploration of the topic. The local efforts align with broader statewide initiatives. Earlier this year, Connecticut State Department of Education (CSDE) launched a pilot program to introduce approved AI tools into classrooms within certain districts. With continuous work to see this initiative simply focusing on teaching students responsible AI use, guiding them on how to use this technology effectively, and integrating rather than straight restrictions will clarify how interactions with AI tools may be evaluated.

Budget Pressures and Cost Control: With the 2025-26 budget proposal having had an increase driven by inflation, staff salaries, and debt service on the school renovation project—we must navigate rising operational costs without overburdening taxpayers for the next fiscal year. This could escalate if state aid doesn’t keep pace, in turn, threatening program quality.

Declining Enrollment and Resource Allocation: Our small district’s enrollment trends will challenge equitable resource distribution across schools. This could mean consolidating programs or rethinking class sizes, especially as we integrate post-renovation spaces. Without proactive planning, we risk diluting the “private school experience in a public setting” that defines us, impacting everything from teacher retention to extracurricular offerings.

3. How can the school board help keep costs under control while maintaining the district’s reputation for academic excellence and extracurricular opportunities?

Maintaining our district’s exceptional reputation requires fiscal discipline without sacrificing the unique education that sets us apart. With budgets climbing due to renovations and enrollment dips, the board can control costs through targeted efficiencies, strategic investments, and community partnerships, all while safeguarding core programs. Key strategies include:

• Use enrollment forecasts and program audits to right-size staffing and resources. Tap into the undesignated fund balance rationally, as suggested in recent debates, to offset one-time costs without raising the operating budget.
• Negotiate competitive vendor contracts for energy and supplies, explore shared services with neighboring districts (like co-op athletics). Promote cost-sharing for facilities, such as community rentals for non-school events, to generate revenue while enhancing town engagement.
• Prioritize areas such as teacher professional development and technology integration, which boost outcomes and reduce long-term remediation costs. For extracurriculars, foster volunteer-led initiatives and sponsorships from local businesses to sustain arts and sports without full district funding.

The goal is to ensure Lyme schools remain affordable, excellent, and extracurricular-rich for generations. 

4. Amid the ongoing national debate over parents’ rights, how should the Board of Education handle conflicts between parents and the district over curriculum, instruction, learning materials or student support?

The parents’ rights debate underscores a fundamental truth: families are the first educators of their children, and schools must be partners, not adversaries. In Lyme, where our community values open dialogue and high standards, the board should handle conflicts through a framework of transparency, respect, and collaboration—ensuring decisions align with Connecticut’s educational mandates while honoring diverse viewpoints. First, prioritize proactive communication: Hosting regular curriculum previews, and opt-in/opt-out options for sensitive materials, like those on health or history, so parents feel informed from the start. When conflicts arise the board should facilitate mediated discussions involving parents, teachers, and administrators, rather than one-sided decisions. Use data to guide resolutions. As a mom, I’ve navigated these issues personally; on the board, I’d prioritize policies that empower parents as allies, fostering a district where every child thrives because families and educators work hand-in-hand.