Cary Community Consolidated School District 26 Board
My experience both in the school district and as Vice President of a local business makes me ready to meet the challenges that face District 26. I recently served on the District’s Steering Committee. This group, made up of different stakeholders in the community, helped establish new goals, values, vision and mission statements for the district. These were recently adopted by the current school board and is where I found my voice. I have also for the last year served on the District Community Engagement Panel. As Vice President of a local business, I am well aware of the challenges for running a business in a volatile economy; uncertain revenue, rising health care costs, payroll and having to solve challenging problems quickly.
1. Providing an a sound educational foundation. Every board member’s duty should be to ensure we are cultivating a productive and safe learning environment for students. In 2006, my wife and I moved into District 26 specifically for the school district; and I believe, if we continue the current momentum moving forward, we will return this district to a prominent position in the county.
2.Promoting fiscal responsibility. The students and their educations must always be our number one goal. That being said, I think we owe it to the taxpayers of Cary to make sure it’s being done as effectively and efficiently as possible. As Vice President of a local business, I have had to make tough decisions in regards to budgets, staff and allocating proper resources. It may be difficult, but it has to be done.
3. Championing special subjects and improved communication. We must keep increasing the number of special subjects like art, music and P.E. that are reintroduced into school curriculum. I would also work to improve the communication and transparency between the board, teacher and the parents.
As a taxpayer and somebody who works locally, I would love to say yes to this answer but at this time, it’s simply not prudent. Like all school districts, we have to implement new common core standards mandated by the state along with our own unique infrastructure needs. The district must also navigate the financial disaster that is the State of Illinois. We have seen our general state aid fall from $5 million in 2008 to just $1 million last year in conjunction with the district having to plan for the eventual pension shift. The good news is the district has put together a comprehensive 5 year financial plan and if followed, hopefully in the future a freeze might be possible.
I have come to know a lot of the current board members and they are good people - I think they should get a round of applause and a thank you. They are volunteers doing at most times a thankless job, but serving a critical role in the community. They made the best decisions they could while at the same time getting the district’s finances in order. I have no large disagreement with the current board decisions but I would like to see one aspect of the board change and that is a big part of why I am running. They don’t always communicate effectively. If my time on the Steering Committee has taught me anything, it is that over the last 2 to 3 years I think the board should have had more functions where we brought the different stakeholders of the community together. It really took away the stigma that I often feel in the district of the teachers/parents vs. the parents/board/administration and brought us together to focus on the main priority - the student. You can have a great plan but if you can’t communicate it to others then it’s just pages in a binder.
It was recently announced District 26 will be bringing back teachers for music, art and physical education classes. Not only will this make for better students but give teachers back their much needed planning time. It also cannot be overlooked that this was accomplished under a balanced budget.
I am a person that believes actions speak louder than words and I have a track record that proves this. It started at 18 when I joined the Armed Forces and it continues today when I volunteer in our community or work on the school district’s strategic plan. As a local business leader, I know what it means to make tough decisions regarding a budget, employees and how to communicate and negotiate effectively. The district has come a long way from 2010 but we still face real challenges ahead and need leaders of action. I will make sure that we continue to work under a balanced budget while doing everything within the districts means to give all students a chance to reach their full potential and return the district to excellence.
I am a good candidate for office because at this time, I am the the only mother with children in the district who is running. I am living firsthand the experiences and consequences our educational directives employ.
I have a background in education, having taught first grade reading, and then second and first grades respectively.
Currently, I work as a Developmental Therapist in McHenry County, and transition children from the 0-3 Early Intervention program into Early Childhood education, often in District 26, which allows me both a professional relationship with the district as well as a personal one.
Outside of my work and education experiences, I was selected by my pastors at Cary Methodist Church to serve on the Staff Parish Committee, which is the committee that oversees relationships among parishioners, Church staff, and the Pastors. We oversee budgeting for the Church\\\'s fiscal year, including salaries for all Church staff. The committee also engages in mediating conflicts that arise within the church and among employees.
MY absolute number one issue is reduction in class size. Projected for 2013-2014 school year, there are still classes in D26 which have over 30 students. If we reduce the class sizes by as few as 6 students (so 24 kids per class), there is a potential 25% increase in direct teacher/student one on one contact time. Quantitatively, this potential increase in one on one can only enhance student performance on the newly implemented core standards. Tied closely to this issue is the restoration of “specials”, or art, phys. education, and music programs. There should absolutely be a tiered and balanced approach, which allows class size reduction with reintroduction of programs.
The second priority I have maintains that it has become apparent that the current board has had issues laying out clear and detailed facts on decisions rendered. One of my main goals would be to ensure the accuracy of the supporting details behind each decision, and to make sure each stakeholder in the district has access to information regarding and understanding of key decisions. There needs to be clearly laid out action plans and accountability with said action plans. These are areas in which our district has been lacking for a long time now.
On my street alone there are at least 5 empty homes; which translates into fewer people paying the overall tax lien for the district. Sadly, this trend doesn’t end on my street, therefore I absolutely cannot support raising taxes in this community and asking more from people until the housing market rebounds.
I disagree with the Board’s decision to award Brian Coleman, the Superintendent, a five year contract. So far, I have only seen Mr. Coleman support closing schools, cutting programs, allowing large class sizes, while maintaining a shortened school day. I\\\'ve also sat in meetings where his support staff who are paid at director level positions have presented subpar plans for the future of the district with regards to technology and curriculum basics. There needs to be some accountability for the decimation of the reputation of District 26, not bonuses, pay raises, and, with a 5 year contract, the assumption that all of the aforementioned is A-Okay.
As I am a member of the Community Engagement Panel, I have appreciated the opportunity to engage in constructive discussions regarding various issues that arise within the district with the members of the board. CEC meetings are the singular instance at which the Board seems open to ideas and input from the community at large.
As an advocate for the children in the community, as well as a mother of three young children in the district, I have a vested interest in creating an educational environment that restores the reputation of District 26 to what it once was.
I’ve been one of the only community members to regularly attend D26 committee and Board meetings and I’m also currently a member of the CEC panel.
First order of business would be to start to repair the relationship between the BOE and the CEA, that would also include starting talks in regards to the teacher’s contract that is set to expire in about 18 months. Second order of business would be to find ways to better communicate what\\\'s going on with the BOE to the rest of the community
No, our district is finally starting to turn the corner financially and the state has continued to reduce their funding. Cary will see their property values increase faster by continuing to solidify D26 and unfortunately that means we need to maximize as much revenue as possible right now.
That would be the purchasing of the smart board bundles last year. I felt that money should have been spent on updating the district’s outdated hardware instead especially since the PTO’s had raised enough money to help update 2 of the school’s computer labs.
I don’t believe the board has accomplished much in the past year. However, I think Scott Coffey’s financial chart was a good idea.
Voters should elect me because I am looking out for the best interest of the children (both present and future) of D26. If elected I will do my best to get D26 back to the lofty status it once was. I am also a very good communicator but am not afraid to voice my opinion.
I’ve been involved and want to do more. I currently sit on the school board’s Community Engagement Committee and most recently on the Steering Committee. It was the latter that led me to become a candidate for the school board. The Steering Committee brought together teachers, administrators, board members and community members to create a new mission, vision and goals for the District. Each person and group had different ideas, but consensus delivered a product everyone was proud of. The new Mission and Vision can be found on the District’s website: www.cary26.org
Curriculum – This is the roadmap to our children’s education. We must challenge the students, but also work on how we attend to each child’s learning needs. We have to insure learners receive a well-rounded education that addresses the whole person. Also, the District can better prepare our students for today’s world by addressing their technology education.
Infrastructure – We should continue to address needed upgrades and repairs to aging buildings and the District’s technology needs.
Fiscal Responsibility – We have to carefully prioritize and wisely spend in order to live within our means.
I would love to freeze the taxing district’s levy as soon as the school district rebounds. Based on the District’s five year plan (released 2/19), that will not be immediately possible. Basic infrastructure and academic needs have to be addressed. Plus, the state of Illinois threatens to cut state aid, shift costs to the district, or both.
The District is coming out of a terrible financial crisis. There were several factors to contribute which include decisions made by previous school boards. It is easy to “Monday morning quarterback” past decisions, but we must wisely spend in order to live within our means.
Returning special subjects within a balanced budget.
My professional background has given me unique insight into both public and private schools. I’m focused in the technology side of mobile learning initiatives and work almost entirely with K-12 schools in northern Illinois and northwest Indiana. My experience has shown me the overall success or failure within these institutions is almost always based on the school system’s ability to communicate and execute. As a board member, I would help ensure the District continues to move forward.
I believe I am a good candidate for this office because of my service on the Board these past four years. I am proud of this Board and it has been a pleasure to serve the community. As a Board, tough decisions have been made but the District has achieved financial stability. I have worked with my peers and together we have avoided the path to state takeover and a successful 3 year teacher’s contract was negotiated. Unfortunately, our students were affected, but that is changing as specials are in the planning stages to be brought back. Technology has been improved with plans for further upgrades. This month, new language arts textbooks were just purchased to bring common materials to each classroom across the district. This will add a layer of stability as the Common Core Standards are implemented. While staying within a balanced budget, plans are in place to update math learning materials. I would truly like to serve for another four years to continue to help build a strong curriculum for our students within a fiscally sound framework.
First, to ensure that music, art and PE classes as taught by certified teachers with endorsement in those areas are reintroduced at each grade level.
Second, the District must continue to work within the limitations of a balanced budget. We will not go back to the days of deficit spending.
Third, I have tried and will continue to try to find solutions for the fiscal problems that face us as a district. I believe that there does exist ways to structure your personal, payroll and benefits that would allow us to stretch our tax dollar without asking voters to increase the tax rate. We need to think outside the box because simply bringing back PE, music and art is not enough. I would like to see emphasis placed on gifted education, Band and foreign languages as well as the continuing effort to lower class sizes.
While I have voted to approve the full levy, I would support a freeze as long as people understand how much money the state has taken away from the District. The new revenue that the District receives each year from accepting the levy increase only offsets part of what the state has taken away. This money is very important in maintaining our current operating status. However, these are extremely hard times for our stakeholders and I realize that people are taxed out. I believe that if the school district was not bound by Illinois School Code, we could propose ways that would stretch our tax dollars without asking for additional revenue.
The decision I struggle with is one that not only the Board of D26 has made but majority of Illinois school boards make. I disagree with the decision to pay any amount of an employee’s portion of TRS. This maybe come a bigger issue if the State shifts pension funding to the local districts.
What was the biggest accomplishment of the board in the past year?
This year as the District’s financial situation continues to improve as a result of the tough financial decisions made in the three previous years, the Board has able to budget for new language arts textbooks for the entire District as well as a new roof for Three Oaks. The Board also prevented a Charter school that did not have a proven educational track record from forming in Cary which would have resulted in a negative financial impact on District 26.
I would appreciate a person’s vote because I will take into consideration the needs of all of our students and residents of Cary. Being a Board member is a balancing act requiring one to reach out to all stakeholders and understand everyone’s needs before taking a stance on an issue. I volunteer within the schools in order to understand the needs of the District and I am always available by email to talk with a community member. I will continue to work hard to make our schools educationally and fiscally sound.
I have had extensive project management experience and have experience in the prioritization of multiple projects under conditions of limited resources. Through teaching assistantships in graduate school and serving as an adjunct professor for the University of Iowa Evening MBA program, I have some classroom experience.
The Five Year Financial Plan and its use to guide priorities and expenditures must be formalized and used. We must guard against unplanned spending.
The introduction and expansion of technology into the D26 district must be planned and controlled. The possible actions from that plan must be put into priority order based on the current status of the District’s technology, the benefits of an action (for example, the capability of students to take the PARCC assessments) and, most importantly, the availability of funding based on the Five Year Financial Plan. There also must be recognition of the difference between basic computer and technology literacy, i.e., the IT aspects of technology, and technology enhanced learning and this difference must be considered as priorities are established. All of this must be transparent to the D26 Community stakeholders.
Staffing decisions and staff development will be critical as the District moves forward. The number of retiring teachers over the next three years will focus attention on the staffing plan and the staff development of the new teachers. This is made even more important as we continue with the implementation of the Common Core State Standards and consider the return of dedicated teachers for art, music, and physical education.
No. We cannot arbitrarily cut the District’s ability to fund its programs. Having made deep cuts to balance the budget in the past several years and with state funding being less and less reliable, this is not the time to limit the levy which would affect future ability to levy.
May I have two?
First, the various efforts to sell the Maplewood property without first determining the complexities of moving the transportation department.
Second, not demanding a comprehensive, coherent technology plan while being passive on the spending of $300,000 for interactive white board bundles.
The balancing of the budget for the third year in a row.
I have served for two years and during that time have operated with the best interests of the children of D26 always uppermost in my mind. I would like to be able to continue to serve in the rebuilding of the District.
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I am an excellent listener. I think that is the most important quality for a negotiator. The board needs to help the administration understand the desires of the community and the teachers and students. I feel that the current administration has been antagonistic to the educators. This does not benefit the school system. I am also an excellent problem solver. Which tool do you want to use? Edward De Bono’s thinking hats? Role reversal? I understand psychology, negotiating and how to create win-win scenarios. I understand what inspires educators and students. I know how to motivate administrators. I think these are the correct attitudes to apply to problems as a school board member.
To help the board, the administration, and the teachers craft a solution to repairing our schools in district 26. To increase the variety of classes offered such as art, music, foreign languages which were largely dropped a few years ago. To energize the staff and community so that more teachers are excited about coming to work, more students are excited about what is happening in school, and more of the community is involved in supporting and participating in the school district.
What does this question mean? Let’s assume it means that the District 26 portion of the property tax will not increase until the average housing price increases. How often will we obtain a measurement of average housing price? How much does the average housing prices have to increase before the taxes can be reevaluated? How long do the prices have to remain elevated before this can take place? Is there a level of budgetary disaster for which we are willing to override this tax freeze? I don’t think I know enough about these answers to deliver an intelligent opinion.
I do not feel that the school board was able to influence the administration to not make the deep cuts in staffing that were made a few years ago. I feel there were other choices. Do we have too many administrators? Is there waste or savings to be had in other areas? Has the administration alienated the teachers and the community? Are we buying the best textbooks? Are we having to replace textbooks and other consumables too frequently because we are making poor decisions? Most importantly, is District 26 serving the children, teachers and community well? Should we even consider letting children out of junior at 1:30PM (I think that was proposed a few years ago)? Are we doing what is necessary to insure that our district will not produce a disproportionate number of future citizens who will be a burden on society? I want District 26 to be proud of the citizens it nurtures, and the students to not say that the school district (board, faculty, administration) let them down.
No comment.
I will work very hard to improve District 26 for all of us. I am tireless when pursuing information to solve a problem. If any of the voters, staff, or students want information pertinent to District 26 that it is in my power to obtain and for which there are no laws forbidding its release, you can be confident that I will find some way to satisfy them. We may disagree on the interpretation of this data, but I will get the data. I have worked for the Department of the Interior, Department of Education, Department of Defense, Department of Energy, IBM, Northern Trust, Kraft Foods, and the University of Chicago. You cannot bury me under paperwork or hide the details from me forever. I will ferret out the data, and work with the rest of the board, the administration, the faculty, staff, students, and anyone else in the community to improve District 26.
