USD 261 Haysville school board, at large

William Brian Daily: The key to spending lies in how we allocate the resources that are currently in use by the district. Currently the School District (USD 261) has a number of areas where we could look to consolidate programs and facilities, which would have the end result of reducing costs. This is the same process utilized by business and individual households when money gets tight. Currently two middle schools sit at half occupancy. While there was and remains a clear need for the additional facility, it seems that this space could be utilized much more efficiently. One clear example would be to move the programs housed at the alternative high school to these unused classrooms. That move alone would save the district considerable revenue as the Alternative High School location is currently a renovated shopping center. Many of the school districts functions have become redundant; we can identify those and use those resources better. Additional savings would be created as the other programs could be scaled back reducing the need for administrators. Those people could then be moved to other programs and facilities lessening the burden on overwhelmed teachers, and an indirect side effect would help with achieving mandated standards included in the No Child Left Behind Act. I am not advocating a reduction in employees, just ensuring that they are being utilized properly. As the district is already in the midst of a bond issue related to all day kindergarten we can expect a huge financial impact if that issue passes. That impact would be lessened by the reassignment of personnel already employed by the district. The current plan involves additional personnel that might not be necessary if we weight this out. Regardless of wither this initiative passes or not, I am committed to cutting costs and leaning out the unnecessary spending that is so prevalent in government operations. Government seldom reacts to lean times in the same manor that private entities do. By taking a business management approach, evaluating resources and then allocating them according to need we will significantly reduce the money required to operate the district. A long term commitment to this approach not only reduces the impact of dwindling State funds, but promises to offer better services to our children in the long run. We can reduce costs and maintain service by focusing on what’s needed and not on what other districts have.

William Brian Daily: Many people are unaware of precisely what the No Child Left Behind act actually requires the school district to do. The heart and soul of the act is standards based education reform. That is to say by setting high standards of performance and then tying funding to the ratings achieved by the students within a district via an annual assessment we should expect a direct correlation ending with higher quality of education as a measurable goal. That is a lofty goal and somewhat difficult to attain. The proficiency standards they are expected to maintain place a primary focus on English Language skills and mathematics, the unintended consequence of which may be a curriculum based solely upon the tested standard. This is similar to the way in which focus on college entry exams (ACT,SAT) only prepares the student to take that particular test and in no ways prepares them for college nor does it adequately gauge how prepared they are for further education. Therefore within our district we have to manage the need to prepare for the exam while ensuring a broad spectrum of education that prepares the students with the skills necessary to perform well on achievement tests without simply regurgitating data. We must teach them to think. That isn’t a task solely limited to the function of school personnel, but rather a larger approach involving parents and cooperative education. Another aspect of NCLB is that parents have a potential choice related to their child’s education if the district isn’t meeting its goals. That implies that the parents as well have a responsibility to assist in the learning process. We achieve the goals of NCLB by periodic self assessments of our own performance and the adjusting our approach in real time to the needs of our children. We cannot wait for an annual state assessment to tell us how we are doing. We must advocate for response from parents and respond to their concerns all the while cognizant of our progress towards the 100% standard set by the NCLB. Each program within the district must conduct an inventory of its contributions towards the standards and then a time limited plan of action that is as well a measurable goal in terms of improvement and progress. By setting our own assessment of ourselves as a district we will be ready to respond to the every changing needs of the most valuable resource we posses, our students.

William Brian Daily: If the voters of my district elect me to the school board my first priority will be an inventory of financial resources and how those resources are being utilized towards the goals of the district and the needs of the constituents. Costs must be cut and innovative ways of utilizing the money that is already available must be found. That is more important than increasing taxes to generate additional revenue. Additional bonds and taxes are not an option. There can be no mistake that any elected official is vested with a responsibility to the people that elected them. As well, school board members have an additional duty to the children in their district to ensure that their education isn’t compromised while managing the complex monetary relationships that exist within the district. This is especially important to me as I am not only a resident of the district, but I am a father with five children. The choices I make impact me financially as well as personally via my children’s education. It is because of my unique prospective that I am prepared to tackle the complexities of financial reform while balancing responsible educational practices. I intend to find areas that spending can be cut, primarily by consolidation. And reducing the need to dig deeper into the tax wells as an alternative to financial accountability. I intend to get ahead of the curve by looking into the future needs of the district and preparing for these financial impacts rather than reacting to them after the fact. As well we should expect to retain and attract highly qualified teachers to ensure that we are prepared for the increased responsibility of the NCLB act.

Emily Davis: Any discretionary spending should be temporarily frozen, employees need to justify purchase requests before money is spent. One of the main issues that shines a light on the current Board’s fiscal ideology is the issue of All Day Kindergarten. Our current BOE doesn’t appear concerned with the state of the economy or with the wishes of the citizens they represent since they have made the decision to bring the issue back to the ballot even though the city has already voted no on this issue. There are other Kansas towns that are looking at the possibility of doing away with All Day Kindergarten due to unsustainable costs. It is frustrating that the Haysville BOE is pursuing this issue after the town already said no.

Emily Davis: Thanks to the demands of NCLB our students are spending close to 1/3 of their school time sitting at a desk taking tests instead of being taught. When they are being taught the teachers are forced to fill their heads with only the facts that will be on the test. Teaching to the test is not educating. Student achievement should be ensured by putting education first and test taking second. We have to find the backbone to buck the unhelpful demands of the federal government. It is us who live and work here, who know what is best for our kids, not Washington Bureaucrats. If we can teach our kids to think instead of memorizing, giving them a well rounded education, they will be able to pass tests.

Emily Davis: My top priority would be to bring an attitude of “parents know best” to the Board. The BOE should be representing the voices of the citizens that elected them, not pushing their own agenda. The Board should be leading and holding the district accountable. The morale of the schools starts with the Board of Education and the bar should be set high. Public schools are enabled to do what they do because of our money and they should be held accountable.

Forrest Hummel: Candidate response is not yet available.

Forrest Hummel: Candidate response is not yet available.

Forrest Hummel: Candidate response is not yet available.

 

Tom Nickel: Eliminate all unnessary programs. Eliminate all overtime. Put a freeze on hiring. Put a freeze on wage increases. Pursue grants to fund programs. Examine part time posistions with the possibality of using volunteers instead of paid staff.

Tom Nickel: By giving standardized tests to verify achievement.

Tom Nickel: examine all aspects of the budget to remove any low performing and unnessary programs.

Regina Schutt: Through commitment and collaboration the BOE must prioritize the district’s needs in relationship to our mission of impacting student achievement. These difficult budget decisions must be made transparently with district leadership, staff and community recommendations.

Regina Schutt: The Haysville school district is constantly growing its’ levels of student achievement. As a member of the BOE, I would support incessant evaluations of our current programs, analyzing ways to continuously improve in order to impact every student’s learning.

Regina Schutt: My top priority with the BOE is to first and foremost adhere to the mission of the district—serving our students. With that mindset, I will listen, and be a conduit between the public and the Board. Improved communication with the public is a definite priority for me. Also, as an individual who truly values and understands public education, I want to bring that reality to the composition of the BOE.