Candidate for
School Board Member; San Carlos School District

Accomplishments

The San Carlos School District has accomplished a great deal in the four years that I have served on the Board. I believe these accomplishments reflect the sound governance of the district. I am proud to have played a role in the improvement of the district. Below are a few highlights of the progress we have made.

Fiscal Responsibility

I joined the board in 2003 on the heels of a financial crisis. The district had been running at a deficit for several years. In March of 2003 over a dozen employees were issued layoff notices (most of whom were retained after the success of Measure D, a parcel tax to support programs within the district). Over the past four years the district has operated at net surplus. The district is now financially sound and fiscally well managed. Facilities

Most of our school facilities were built in the 1950s and have served our students for more 50 years or more. Substantial additions and improvements were made following a 1997 bond measure, but the majority of the classroom spaces and a number of major infrastructure components remained in aging and deteriorated conditions. I served on the board subcommittee that, along with staff and outside advisors, prepared the 2005 Measure E bond to renovate all remaining classrooms, the Central Middle School Multi Use Room, and a number of infrastructure projects. These projects are progressing substantially on schedule and under budget. Upon completion of the Measure E work, every classroom in the district will have been modernized.

Academic Achievement

The district-wide Academic Performance Index (API) has increased every year over the last 4 years. Central Middle School was named a California Distinguished School and a National Blue Ribbon School. Tierra Linda was named an AVID National Demonstration School.

The Board set a goal of increasing the number of students taking algebra in middle school. In the 2003-2004 school year we offered one section of algebra at each of our two middle schools with a total of 57 student enrolled. For the 2006-2007 school year, we offered five sections of algebra and enrolled 157 students.

Communication

Over the past four years, the district has made improvements in the area of communication with our constituents. Our district web site underwent a major overhaul and now contains much more useful and timely information. We issued our first annual report to the public at the end of the 2005-2006 school year. Our past superintendent instituted the practice of regular, informal, coffees at our school sites where parents can come to discuss any topic of interest. The board and staff developed "the pyramid" - a living document that identifies the specific program enhancements we would like to implement, along with estimates of the funding required to do so. The district is in the process of implementing email list services to facilitate uncluttered parent communication.

Goals

While pleased with our past accomplishments, there remains much to do to improve our district. I would like to continue working to improve the quality of education for the children of San Carlo and would be honored to serve an additional term.

Successful Completion of Measure E Work

The district is in the midst of a $38 million modernization effort. This significant expenditure of public funds and requires vigilance in its administration. As we finalize the remaining projects for completion under Measure E we must continue to insure that projects are completed on time, within budget, and to the satisfaction of the staff and community. I would very much like to see this important effort through to its completion.

Meeting the Unique Educational Needs of Every Student

While overall academic achievement is increasing year after year, we still find a number of students struggling to meet standards. We also have high-achieving students who are not being adequately challenged. We need to provide every child with the opportunity to achieve to his or her potential. There are specific resources we can apply to assist teachers in meeting the diverse educational needs of our students. I want to work with staff to provide the necessary training and support to reach every child in the district.

Continue to Attract and Better Retain Quality Staff

In the 2006-2007 school year, the district lost our superintendent, chief business officer, two principals and over a dozen teachers. We must do better to retain our high caliber staff. As a revenue limit district funded in the bottom quartile of districts in the County, we can not match the salaries offered by some of the basic aide districts that surround us. We must find creative ways to provide better job satisfaction and retain our excellent staff. We can begin by examining the high degree of variation in turnover at our individual school sites and replicate those factors that lead to low turnover at some schools.