Come learn about where I stand on the issues and concerns in our community and ideas for the future. Below are several surveys I have filled out for the Plano Star Courier, the Murphy Monitor, the United Educators Association, the League of Women Voters of Plano/Collin County and the Dallas Morning News.
Plano Star Courier – SPECIAL FOCUS ON THE ACADEMY:
1) Where do you stand on the PISD having an academy in any form? Is it needed?
I support the idea of an academy or academies in Plano ISD to meet the educational needs of all our students. The academy committee and district have spent a lot of time researching this topic and believe it is the future of our district and the model for how public education should be delivered in our community. Many of our surrounding districts and districts throughout the nation have gone to an academy or magnet model to deliver instruction to students who have specific interests or different learning styles with great success. To implement this concept, I believe the district needs to continue the work of the committee and ask for the development of a master academy plan that outlines the district’s goals, other academy themes needed, targeted students, enrollment, staffing, facilities, transportation and costs associated with the plan. Once the plan has been developed, we need strong communication with the community to get input and support on this significant step and commitment by the district.
2) The board did not have a unanimous approval of the current version of the academy at the last board meeting. Do you agree with the board on approving the districts recommendation for the academy? Why?
I disagree with the recent board vote on the academy issue. Trustees, by definition, have a duty to the community to oversee the fiscal responsibility of the district, and the approval of an academy based on information that included few facts and many “to be determined” items that impact the operating budget of the district was premature and a violation of this duty. The timing of two votes at the last board meeting meant the trustees laid off teachers and changed the school nurse model to end our practice of having an RN at each campus with one vote and approved the academy moving forward with no details on what it will cost to staff, maintain and operate the school with another. Those costs should have been defined prior to placement on the agenda for a vote, and the trustees should have tabled the item because the board had incomplete information to come to a vote.
3) The district is facing severe budget issues heading into the biennium. Is this a prudent time for the board to approve an expansion of education in Plano even after having to make several cuts and lay-offs within the district?
No, this is not the time to approve moving forward. The state budget has not been approved and until the legislative session ends on May 31, we do not know what our true budget shortfall is for the next biennium. The district has spent eighteen months on the issue of the academy and the academy committee has been meeting for nearly a year. Given the uncertainty of the district’s budget and the uncertainty of the actual cost of the proposed academy, waiting another two months to have a better understanding of the district’s fiscal health would have been a better choice.
4) Much of the concern with last week’s decision is in the fact that the district has recommended purchasing an entire new building for the academy. Since the funds for the new building will be approved at the first meeting of the newly elected seats, if elected how do you think you will vote in regards allocating those funds?
This is a very important question and one that was not discussed by the academy committee. At the April 5 board meeting, two academy committee members asked the board to table this item until they could discuss it, since they had recommended using existing capacity at buildings within the district. The staff revealed that the building was under contract by PISD and would need to be approved at the April 19th work session. If that passes and the board seated in May fails to fund the purchase at the May board meeting, the district is subject to legal action. Again, given so many fiscal uncertainties, I do not understand the rush to acquire a building that has remained vacant for several years before we conduct an analysis of PISD’s extensive real estate holdings and existing capacity and determine whether a new facility is the best option.
5) Where would you like to see academies or alternative forms of education in Plano go from here?
I would like the district and academy committee to provide a vision of where it intends the academy concept to go, provide the details and costs associated with it and engage our stakeholders to support this effort.
Plano Star Courier – SPECIAL FOCUS ON THE BUDGET
Q1: How important is it to have an active board that communicates with the state legislature for better school funding? What are you prepared to do to further Plano’s interests with the legislative members in Austin?
Being a strong advocate for our district, whether in the board room or in Austin, is an essential role of a trustee. Given the current state of school funding, this advocacy is needed now, more than ever, and we need to push aggressively to have our voice heard and maintain active and open lines of communication with our state officials. Part of the board’s responsibilities is to travel to Austin during the legislative session to meet with our elected officials and seek a positive resolution of the district’s legislative priorities. I am prepared to work with Dr. Otto and the district’s staff, as well as with all the other trustees, in any venue – whether locally or in Austin – to advocate for our district and to make sure our voice is heard, our legislative priorities are satisfied and all of our goals are met.
Q2: The district claims it held off from cutting teachers as long as it could. It made $10.4 million in cuts from administration and core district employees. This left more than $15 million to cut from district classrooms and programs. Do you feel the district went deep enough before cutting from the classroom? Why? Are their areas you feel more cuts could come from?
The district took significant steps in preparing for the anticipated budget shortfall before reducing classroom staff, and, perhaps, the classroom staff reduction was inevitable, given the district’s philosophy of spending as many of its dollars as possible in the classroom (a philosophy in which I strongly believe). This said, the district should have scrubbed every line item of the budget to achieve every cost savings possible before cutting any classroom staff. For example, my children still bring home hard copies of calendars and district policies, including two sets of the same information from my two elementary aged kids, when, in this electronic age, such information can easily be disseminated on-line or via electronic communication. As a second example, the district unveiled in 2010 a mobile computer lab used to provide family services and adult education services for parents in their neighborhood. While the mobile lab is a valuable asset to the district and was acquired with federal funds, use of the bus and the costs associated therewith, such as salary for a driver, security, and an instructor and transportation and maintenance costs for the vehicle are borne by the district. While the savings from these two examples may be somewhat minimal in the grand scheme, every penny counts and every penny adds up to what could be significant dollars – dollars which could be directed back into the classroom.
Q3: The district has planned that if the cuts from the state go past $35 million they will have to go to the public for a tax increase as a way to keep from further cuts to teachers and staff. Is a tax increase something you would support and why?
If, after the budget is scrubbed and every efficiency is utilized, a tax increase is the only way for the district to continue to provide the level of education this community expects, I would support asking the community to vote on a tax increase.
Dallas Morning News Questionnaire
Length of residency within the district
My family has lived in the Plano ISD attendance boundary for nearly 9 years. We moved into the district specifically for the schools.
Where did (or do) your children attend school?
My oldest son matriculated through Jackson Elementary, Frankford Middle School and is currently at Shepton High School. My two younger children are at Jackson Elementary.
Occupation/main source of income
I am a partner in the Dallas office of the law firm law firm Jackson Walker L.L.P., with a finance practice.
Current civic involvement/highlights
I have volunteered for many years on the fields and diamonds of Plano as a youth coach. Weekly practices and games gave me the opportunity to help develop boys into young men who know not just how to play a sport, but also about responsibility, determination, friendship, and the value of teamwork. My oldest son and his teammates are now on the high school teams, and I continue to coach my youngest son’s teams. My wife and I are active booster club parents at Shepton High School, where my wife Cristy is the current Booster Club President.
Previous civic involvement/accomplishments
The bulk of my volunteer time and effort has centered around my young family. In addition to the commitment I make several times a week to youth sports, I have been a WatchDog and PTA member in multiple schools. Additionally, I served as chairmen of the Jackson Walker L.L.P. United Way campaign, setting a record for the number of associates contributing and the amount of money contributed.
Education
BA-English from Texas A&M University (1994)
MA-English from the University of Texas at Tyler (1998)
JD from St. Mary’s University School of Law (2001)
Previous public offices sought/held:
I have previously neither held nor sought public office.
How much funding have you raised for your campaign?
$330.00
Who are your top three contributors?
All contributions have been $20.00 or less.
Have you ever been arrested or involved in any criminal proceedings or civil suits? Please explain:
No, I have never been arrested or involved in any criminal proceedings or civil suits.
Why are you running for this office, and why should voters consider you the most qualified candidate? What in your personal or professional background most prepares you to serve in this office?
With three children currently enrolled in PISD schools, I have a passion for the educational excellence in Plano ISD. My wife and I returned to my childhood community of PISD over eight years ago specifically for the schools, and we are very active in each of our children’s education and activities. I decided to run because I believe in serving one’s community and I wish to contribute by using my unique skill set and background to make PISD an even better district than it already is. I am currently a finance attorney at the law firm Jackson Walker L.L.P. in downtown Dallas, but prior to law school, I taught high school English for four years while I earned my masters degree. These two very different professional backgrounds give me a unique perspective. As a former teacher, I know from the inside the way a classroom works, the way a campus works, and the way a district works. I understand from first hand experience the impact decisions made by a school board can have on a classroom. In my current career, I work on negotiating large, complex commercial and financial transactions and have the opportunity on a daily basis to work within a group – with each member having his or her own perspective and his or her own goals – working to negotiate a deal that ultimately benefits all parties. The experience provided by both careers will allow me to address district issues from a negotiator’s perspective of finding solutions that lead towards the final goal of providing an excellent education to all students, while maintaining a teacher’s perspective of understanding how the final goal, and all of the decisions made on the way to the final goal, affect the classroom.
What are the key differences between you and your opponent(s) that make you the best choice?
My experience as a teacher provides me with a perspective and experience that cannot be duplicated. Teachers are the key to academic success in PISD, and I believe my classroom experience will prove invaluable in navigating the issues facing the district. Additionally, because I have children from elementary through high school, I am plugged in to the parent communities and have seen first hand the policies, process, communication and challenges facing PISD.
Have you attended any school board meetings? If so, what have you learned from them about how a board member can be effective?
Yes, I have attended school board meetings and work sessions. I believe an effective board member must be guided by two overriding principles: first, think critically about every issue presented and do not render a decision until all information necessary to make an informed decision has been received and digested and all questions have been answered, and second, vote for what is best for each and every student in the district.
What schools in your community have done the best in getting every child up to grade level in reading and math? What can the district learn from them?
Looking over the data on each school in PISD, it is clear there are many that have made great strides in educating their students. I am most proud to see the transformation that has happened at Jackson Elementary, where my oldest child attended and where my two younger children currently attend. Jackson is a Title 1 school, meaning it has a significant low-income population, with a majority of the students living in multi-family housing. Spanish is a primary language for many and the educational attainment level for the parents of many students is low. Most of these statistics would point to a school that is “at risk”. Instead, the campus staff, parents and administration have come together to provide the support and services to make each child successful. The lesson to be learned is in maintaining high standards for all children and engaging the parents and staff in the success of the school.
Many Texas districts are confronted with the challenge of closing an achievement gap between Latino students and Anglo students. What ideas do you have for closing this gap?
As the Latino population continues to grow in the State of Texas, this issue will remain on the front burner. The best way to close any achievement gap may be to engage Latino parents in the education process and coordinate with community services and programs to provide skills which encourage such engagement.
If you had to cut three parts of the school district’s spending, where would you cut?
In these trying financial times, all districts are faced with this question. With the 2010-11 budget so dated because of an anticipated funding shortfall and with the 2011-12 budget still being finalized for approval, it is difficult to determine specific spending cuts. With this in mind, however, the district must seek cuts from non-instructional costs as much as possible. We must protect our teachers and the integrity of our classrooms, and look to cut here only as a last resort. One way to achieve non-instructional cost savings would be to eliminate dated methods of communication. For example, my children still bring home hard copies of calendars and district policies, when, in this electronic age, such information can easily be disseminated on-line or via electronic communication. A second method of achieving non-instructional costs savings would be to suspend services which, while valuable, may be suspended until the district can adopt a budget that does not require teacher layoffs. For example, the district unveiled in 2010 a mobile computer lab used to provide family services and adult education services for parents in their neighborhood. While the mobile lab is a valuable asset to the district and was acquired with federal funds, use of the bus and the costs associated therewith, such as salary for a driver, security, and an instructor and transportation and maintenance costs for the vehicle are borne by the district. This is a cost we cannot afford if we lose even one teacher for it. A third method of achieving non-instructional costs savings would be to continue searching for duplication in administration staff and services and responsibilities currently shared by two or more staff members which may be consolidated into one position.
If the school district had the money, in what three areas would you like to see it spend more?
If the district had the funds, my first order of business would be to rehire the 223 teachers laid off on March 29, but I don’t believe that is the spirit of the question. Nevertheless, assuming a perfect world where the state’s funding shortfall did not force the district to make any cuts, there are areas which could benefit from growth. The first area I would spend more is in the development of a number of small, focused academies designed around specific disciplines to serve specific student populations with an interest in the subject. A second area in which I would spend funds, if available, is in the expansion and development of our career and technical classes and programs for our non-college bound students. This goal could actually be combined with the first by creating academies focused on specific career and technical programs with similar core-course focus, helping more students prepare for trade school entry or certifications for those going directly to the work force. A third area in which I would spend additional funds, if available, would be in enhancing the district’s community outreach programs. The best way to promote student achievement is to engage parents in the process. An engaged parent can keep successful students focused and enthused and struggling students encouraged and working hard. I would like the district to bring more parents back into the education process.
What educational programs would you would like to see added to the district to decrease the dropout rate and increase the number of students prepared for college?
I would like the district to continue developing its career and technical classes and programs to encourage those who may not be interested in college as the next step of their educational career. This has the possibility of providing two benefits. First, by providing technical training, a student can graduate high school with a marketable skill and enter the workforce prepared to earn a living. Second, keeping students in school and engaged in the learning process has the additional benefit of providing the skills, the educational background, and the diploma which can keep open the possibility for college, should that student later decide to attend. Providing this training to students allows them to see possibilities of a stable and successful life if they graduate from high school, even if college isn’t in their immediate plans.
What would you do to improve the district’s communication with parents, including those who don’t speak English? Would you advocate for trained community liaisons, for example?
One area in which PISD in general, and the school board in particular, could definitely improve is in its communication with the community. The taxpaying community, and particularly the parents of affected students, need to know what is happening within the district and what the school board is doing. This needs to be communicated to the parents clearly, openly and frequently. A community educated about its district is more likely to become engaged with its district, and an engaged community makes for a strong district. As to those parents who don’t speak English, they must have a means to communicate with their children’s teachers and principal. While the district is in a position of laying off teachers, I cannot advocate adding additional community liaisons, but I do support the program in places where it is most needed.
What are the ingredients that make for a successful high school and middle school? What resources are lacking in the schools in your part of the district?
Just like the ingredients for a great recipe, the right mixture is what makes success. Strong curriculum, capable and trained staff, frequent and clear communication, teamwork and an administration that is open and responsive are all needed. The key to a successful high school or middle school are the parents of each student enrolled. Just as a district is strengthened by parent involvement, a student is strengthened by parent involvement. The support and assistance an engaged parent provides can keep a student focused on education and teach the student how to adapt to and overcome obstacles. Unfortunately, not all kids come from a home with a stable family situation and sometimes, school is their only home. That is where a staff with the life mission of helping students become successful beyond academics can make the difference between positive and heartbreaking results.
How should the district improve middle school education? Many experts think that students fall so far behind then that they are ready to dropout by high school.
Middle school can be a difficult time for many students. It is a time of tremendous change, and it is during this time that our schools and our parents should be most vigilant. From the district’s perspective, PISD should review its middle school curriculum to make sure we are meeting the needs of our students, while also protecting against students falling behind. In PISD, the parent/teacher conference, which during the elementary school years provides such valuable personal feedback, fades in middle school. As students have academic, social or attendance challenges, I think we should re-engage that conference with the teachers, parent and student to track their success, point out places of weakness and make a plan to help the student succeed. With a team approach, I think we can keep students from falling desperately behind and stem the drop out rate.
Is technology being used effectively in classrooms? Give us examples. Also, should the future emphasis be on laptops or textbooks?
PISD and its administrative staff have done a very good job of using technology to distribute information to its parents via the internet. As I have stated, the more information parents have, the more involved the parents will be. I would like to see the district use this same technology to distribute information to its students, including using district websites to distribute work assignments and information which would traditionally be distributed as a hard copy. As to a future emphasis on laptops or textbooks, in this time of fiscal strain, the district should utilize the most cost-efficient method possible.
How would you get more parents involved in schools?
The best way to get parents involved in schools is to maintain constant and open communication. When parents feel comfortable talking to teachers, principals, and administrators they feel comfortable asking questions and engaging in the educational experience. This may require schools to partner with its PTAs to schedule more frequent events intended to bring parents and families to the schools more often. Additionally, as a district, everyone involved needs to renew its commitment to frequent and open communication in PISD.
What should the district do to recruit, retain and develop effective teachers and principals?
PISD has the advantage of annually receiving more employment applications than it has open positions and a strong national reputation for educational excellence. This allows the district to hire the best and brightest candidates and begin each year with as strong a staff as possible. Making sure principals provide the professional training, direction, support and leadership in their schools helps motivate, encourage and retain high quality staff. As to teacher retention/evaluation, principals along with input from grade-level team leaders and student growth measures, should be the measure of a teacher’s ability to reach his or her students.
Should teacher pay and student performance be linked? If so, how? And should there be consequences for a school if it is succeeding or failing? If so, what should those consequences be?
I believe in providing incentives to teachers who continue to achieve at a high rate. If this incentive includes providing teachers with a bonus or with a salary increase, I would support this. The key, however, to any performance-based pay system will be to develop a method of tracking student achievement and student success without relying solely on standardized test scores. For example, if a teacher begins the year with a class of students reading below grade level, but by year’s end has the class at or above grade level, this teacher and the students have succeeded tremendously, but this result may not be evidenced by the class’ standardized test scoring.
What is an uncomfortable truth about your public schools that voters and taxpayers must confront?
PISD is a district in transition. For the past 40+ years, PISD has been a district exploding with growth. As the district matures, it faces an interesting dilemma. While its borders are landlocked, large undeveloped (single family residential) tracts remain in some parts of the district boundaries. Additionally, land exists along the Dallas North Tollway and the Bush Turnpike that can be developed into multi-family residential projects. The possibility for growth continues to exist. At the same time, the district has a number of maturing neighborhoods, where student population is dwindling. The issue is anticipating and planning for these changing numbers without overcrowding our schools. This must be done by constantly monitoring student population and efficiently using district facilities.
Murphy Monitor Questionnaire
Why did you decide to run?
With three children currently enrolled in PISD schools (one at Shepton High School and two at Jackson Elementary), I have a passion for the educational excellence in Plano ISD. My wife and I returned to my childhood community of PISD eight years ago specifically for the schools, and we are very active in each of our children’s education and activities. I decided to run because I believe in serving one’s community and I wish to contribute by using my unique skill set and background to make PISD an even better district than it already is.
If elected, what do you think you bring to the table?
I am currently a finance attorney at the law firm Jackson Walker L.L.P. in downtown Dallas, but prior to law school, I taught high school English for four years while I earned my masters degree. These two very different professional backgrounds give me a unique perspective. As a former teacher, I know from the inside the way a classroom works, the way a campus works, and the way a district works. I understand from first hand experience the impact decisions made by a school board can have on a classroom. In my current career, I work on negotiating large, complex commercial and financial transactions and have the opportunity on a daily basis to work within a group – with each member having his or her own perspective and his or her own goals – working to negotiate a deal that ultimately benefits all parties. The experience provided by both careers will allow me to address district issues from a negotiator’s perspective of finding solutions that lead towards the final goal of providing an excellent education to all students, while maintaining a teacher’s perspective of understanding how the final goal, and all of the decisions made on the way to the final goal, effect the classroom.
What are your thoughts on the current budget crisis?
The single most pressing issue facing the district is the budget crises. While I firmly believe the cause of this issue rests with our state legislators, the districts are left to bear the burden. The district should approach any reduction in funds using two guiding principles: first, explore every option to reduce non-instructional expenses, and second, reduce the teaching force only as a last resort. Regarding the first principle, the district must find and implement every efficiency it can. As evidenced by the non-instructional cuts presented to the board on March 29, there are ways for the district to save money. Regarding the second principle, although the district announced a layoff of 223 teachers on March 29, before ever considering this again, we must make sure all other cost savings measures are in place.
What do you think is the most important “next thing” the school board/council will need to handle?
Unfortunately for the district, the administration and the board can only address anticipated funding shortfalls for the 2011-2012 budget to be approved in June. Because the state funds schools on a biennium basis, the district faces another potential budget crises next year. The district must follow the same approach suggested above for the 2012-2013 budget: reduce non-instructional expenses first, and only as a last resort consider additional classroom staffing reductions. The next school board will need to explore every efficiency possible to protect our students, teachers, the integrity of our classroom instruction and meet our community’s high standards for education.
What would you like the voters to know about you?
When I was seven years old, my oldest brother played football for Plano Senior High School, when PSHS was the only senior high in town. The year was 1977, and the team marched through the playoffs to win the state championship. My only dream in life at that time was to grow up to be a Plano Wildcat. As fate would have it, my family left Plano after I finished fifth grade, and I matriculated through school elsewhere. All these years later, I feel like I’m finally getting the chance I never had to be a Wildcat (and now a Panther and Wolf, too) and serve PISD in a leadership position. If elected, I will be a tireless advocate for PISD and for all of the students in the Plano system, and I will do all in my power to maintain the excellence we achieve now and to find new ways to get even better.
United Educators Association
What qualifications do you have that would make you an effective trustee?
I have three children (third, fourth and ninth grade) currently enrolled in PISD schools, and I have a passion for the educational excellence in Plano ISD. My wife and I moved to PISD over eight years ago specifically for the schools. I am running because I have a unique background that will make me an effective trustee. I am currently a finance attorney at the law firm Jackson Walker L.L.P. in downtown Dallas, but prior to law school, I taught high school English for four years while I earned my masters degree. These two very different professional backgrounds give me a unique perspective. As a former teacher, I know from the inside the way a classroom works, the way a campus works, and the way a district works. I understand from first hand experience the impact decisions made by a school board can have on a classroom. In my current career, I work on negotiating large, complex commercial finance transactions and have the opportunity on a daily basis to work within a group – with each member having his or her own perspective and his or her own goals – negotiating a solution that ultimately benefits all parties. The experience provided by both careers will allow me to address district issues from a negotiator’s perspective of finding solutions that lead towards the final goal of providing an excellent education to all students, while maintaining a teacher’s perspective of understanding how the final goal, and all of the decisions made on the way to the final goal, affect the classroom.
What three issues do you think are the most important facing the district? Please explain.
The single most important issue facing the district is the anticipated reduction in state funds to be received for the next biennium, creating a budget shortfall which could reach as high as $60,000,000. While the district has taken initial steps by preparing a budget with significant cuts that is eased by using reserve funds, more work and additional cost-savings will be required. We cannot allow finances to negatively impact our students’ education.
A second issue facing the district is how to move forward with its planned academy. At the April 5 board meeting, the current board voted 5-2 to move forward with a new academy for PISD. While I support the idea of an academy or academies in Plano ISD to meet the educational needs of all our students, I disagree with the April 5 approval to move forward at this time. The approval of the academy on April 5 was based on information that included few facts and many “to be determined” items that impact the operating budget of the district, and making a decision based on this was premature. To implement the academy concept, I believe the district needs to continue the work of the academy visioning committee and ask for the development of a master academy plan that outlines the district’s goals, other academy themes needed, targeted students, enrollment, staffing, facilities, transportation and costs associated with the plan. Once the plan has been developed, we need strong communication with the community to get input and support on this significant step and commitment by the district.
A third important issue facing the district is the use of its facilities. The district faces an interesting dilemma. While its borders are landlocked, large undeveloped (single family residential) tracts remain in some parts of the district boundaries. Additionally, land exists along the Dallas North Tollway and the Bush Turnpike that can be developed into multi-family residential projects. The possibility for growth continues to exist. At the same time, the district has a number of maturing neighborhoods, where student population is dwindling. The issue is anticipating and planning for these changing numbers without overcrowding our schools. This must be done by constantly monitoring student population and efficiently using district facilities.
As a board member, what local solutions would you implement to deal with the current financial crisis in Texas public education?
While I firmly believe the cause of the budget shortfall rests with – and should be addressed by – our state legislators, the districts are left to bear the burden. The district should approach any reduction in funds using two guiding principles: first, explore every option to reduce non-instructional expenses, and second, reduce the teaching force only as a last resort. Regarding the first principle, the district must find and implement every efficiency it can. For example, my children still bring home hard copies of calendars and district policies, including two sets of the same information from my two elementary aged kids, when, in this electronic age, such information can easily be disseminated on-line or via electronic communication. While the savings may be somewhat minimal in the grand scheme, the issue is symbolic of the idea that we can – and must – become a more efficient district. Regarding the second principle, although the district announced a layoff of 223 teachers on March 29, before ever considering this again, we must make sure all other cost savings measures are in place. Protecting the integrity of our classrooms must be the district’s top priority.
How will you as a board member ensure input from community members, parents, teachers and business is heard and acted upon?
One comment I have heard over and over during this election cycle is that PISD in general, and the school board in particular, needs to improve the lines of communication with the community. The taxpaying community, and particularly the parents of affected students, need to know what is happening within the district and what the school board is doing. This needs to be communicated to the parents clearly, openly and frequently. A community educated about its district is more likely to become engaged with its district, and an engaged community makes for a strong district. I would like to see more community speaking engagements by board members within the district and more opportunities for parents and taxpayers to visit with board members. This happens during times of crises, but we must ensure that we build a regular and continuing dialogue between the district, including the school board, and the parents and taxpayers of PISD. More frequent speaking engagements would be a good place to start.
PISD Parents for Balanced Enrollments
1) What do you see as the most important issue PISD will face in the next 3 years? What would you do in your capacity as a Trustee to resolve those issues?
The most important issue facing PISD is the impending budget crises and the response of the district to the reduced funding received from the State of Texas. Our primary focus as a district should be to manage our finances and effectively and efficiently use our resources so that any reduction in funding has as little impact within the classroom as possible. This means protecting our teachers and finding other ways than reducing classroom staff to save money.
2) One critical issue facing the district now is the need to reduce the general budget by approximately $60 million. Please discuss in what areas you would consider reductions. Specifically, how many teachers may be RIF’ed over the next year?
It is my understanding that the $60,000,000 budget reduction is a worst case scenario, and we are all hopeful that the State will find a way to reduce that kind of burden on our district. As a means of reducing costs to adjust to any potential budget reduction, the district’s primary concern should be to cut the budget in ways that do not directly impact the classroom. As an example, my kids still receive paper copies of calendars and PISD policies that are to be taken home and delivered to parents. In the electronic age, this is not something that needs to come home as a hard copy document. We can easily serve the same purpose by providing an on-line calendar. While the net effect of savings gained from this type of change may be a drop in the bucket relative to the larger budget shortfall, the savings is a symbol of savings PISD can still garner from what it considers an already lean budget without directly impacting the classroom. Only after every penny can be saved from non-classroom costs should any reduction in classroom force be considered.
3) Many PISD stakeholders were involved in the feeder realignment hearings in the Fall of 2009. Option 3, presented in November 2009, endured some heated debate, especially from some East-side parents. When the final decision was handed down, some were relieved and some were upset. Some who disagreed with the final decision has approached the board to ask for reconsideration on this issue. If you are approached, would you consider reopening this issue in the near future?
In my opinion, the Board’s feeder realignment plan did not address all of the issues with which it was tasked. While returning feeder alignment to the pre-2009 plan is not a viable solution, issues remain from the feeder realignment which would benefit from additional study and consideration. For example, I don’t believe it is healthy for any single school to have choices for their high school and senior high school, when no other school in the district is afforded the same choice. Either choice of schools becomes a district-wide policy, or an alignment plan that best utilizes the District’s resources, while meeting the District’s goal of balanced enrollment, is developed.
4) PISD is considering an Academy which will be opened in the fall of 2013. Please discuss your thoughts on the Academy, what form it may take, and whether or not you think PISD has a need for an Academy. In your mind, is utilizing the available space at Williams HS still a viable option?
I would like the Board to continue considering an Academy as a means of serving our students. If done properly, an Academy can be a tremendous tool for the District as a means of providing our students with the tools to succeed at the next level, whether at college or otherwise. As to the campus which houses any potential Academy, I would need to review all data regarding current and projected student population at each campus to determine the most efficient and effective use of our district campuses and resources.
5) Many candidates have expressed that we should improve the communication and transparency of the PISD Board of Trustees. Discuss if you agree, and if so, specifically what you would do in this area. In your opinion, is it time to rethink the way the board is making its “consensus opinion” decisions?
I think (hope) it would be the goal of every Trustee to remain as open and transparent as possible in their decision making process. As an elected official, each Board member is a steward of the public trust, and each member should do everything in his or her power to protect that trust. A good start towards this end would be to broadcast live all board meetings and works sessions. At the very least, the district could record all work sessions (as it currently does with board meetings). This would allow the community an opportunity to understand the issues and hear what Trustees think about them, which can produce more community involvement and participation. The more community involvement in our schools, the stronger our district can become.
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