My Main Issues

When I first ran for election three years ago, my interest was mainly in facilities – that is my professional background, and that was what got me involved in the District issues.  But during my time on the Board, I have learned to apply that passion and disciplined approach to problem-solving in all areas of education.  I believe I have become a well-rounded leader, focused on achieving consistency, community support and the continual improvement of our District.  I am very proud of, and use as my benchmark of success, the reports that show our high “educational productivity” – the return on our taxpayer’s investment – as demonstrated by student achievement relative to dollars expended.

From the facilities perspective, I think it is safe to say that we have come a long way!  In 2009, when I was a member of the citizen’s advisory committee, the Badger referendum passed – I supported that question, and considered it to be the first step of a long-term plan. Then, as a member of the Board, we continued assembling data and eventually adopted the 25-year facilities plan, which completed mapping out the steps needed to properly manage our facilities. The plan included restructuring grade levels and closing Barton, so implementation required passing a referendum to allow those big pieces to move forward. The approach taken was a conscious attempt to keep information fact-based, avoid the “it’s for the kids” hype, and place an emphasis on the logic of the plan and the efficiencies created.  Now that it passed, we can move forward on to other important issues.

With fiscal issues, we are in a better situation than we were three years ago.  Much of that is due to Act 10 and the latitude that it provided in regard to negotiations and benefit restructuring.  However, here in West Bend, since we had previously been forced to be efficient and frugal, some of the very large “savings” highlighted in other districts were not available.  We already had a self-insured health plan, but now were able to move to a consumer-driven model that has proven to be popular. We are now innovating further with on-site clinic that will benefit all our stakeholders.  A zero-based budgeting concept was finally implemented – allowing all spending items to be examined in a different light.  Low cost-financing secured for the facilities projects undertaken will reduce the burden on taxpayers by millions of dollars.  Finally, we have prudently addressed long-term budget liabilities, have lowered fees and are working to improve our overall employee compensation structures.

“Innovation” has become the overarching mission of the current Board – with 7,000 students, it is common sense that not every one can or will learn in the same way.  To give our kids the best opportunities possible, we have created several new options, and will continue to explore multiple pathways, for students to move through our system.  It was especially moving to hear from a father who, after “yelling at his son for years”, saw him reconnect in a different learning environment, and “learn life lessons” he feared he never would.  The new charter school provides a unique model that will provide insight that can be applied throughout the system.  My desire is that we also find ways to help students better understand their own aptitudes, interests and skills – helping them explore compatible career paths and better focusing their individual learning plan both in our system and higher education.  It is regrettable to see someone flounder aimlessly, racking up student-loan debt, only because we implied that was the only path to success – exposure to alternatives, without judgment, is a long-needed shift and can be a positive for everyone involved.  Most importantly, we need to create life-long learners.