WSJ Questionnaire

The Wisconsin State Journal's questions for candidates can be found here.

My Answers are here:

How do you propose to rebuild trust after last year's budget crisis?

Transparency is key. As chair of the board’s new Finance and Operations Committee, I’m working to implement reforms: a public forum dedicated to more detailed monthly and quarterly finance reports; recruiting of financial experts from the community to participate in the process; establishing trusted relationships and reporting from multiple staff levels to ensure the board has a complete picture. 

Assuming little or no increase in state aid, what would you cut in the next budget?

Funding does not keep up with inflation, so districts have to find savings every year. Rather than cutting, I’ve focused on finding efficiencies that don’t impact classrooms. I have led efforts that are saving the district hundreds of thousands in utility costs each year. Next, I hope we can renegotiate our health insurance in a way that saves money but leaves staff satisfied with the options. 

Are Monona and Cottage Grove being equally served by the district?

Only by focusing on equitably addressing the needs of the children of the district can we effectively serve the district as a whole. In my time on the board, I have never seen any decision that considered one community over another. Doing otherwise would be destructive to the District’s educational mission and undermine our communities.

There is so much more to be said on these issues, unfortunately they ask us to keep it to 100 words!

What about the Budget?

Everyone is aware of the financial issue that the district found itself in last summer.  In short the district had substantially overspending it's budget ($2M in 2022-23 and $4M in 2023-4) and that the available fund balance had been depleted to levels below policy and what was acceptable for business as usual operations.  I do want to ensure people that money did not go missing.  The money was spent on teachers and support staff, classroom materials and building infrastructure such as improving security.  There were also some expenses that weren't properly included in the budget, and enrollment did not grow as expected.

Many factors complicate the situation, including the way post-covid budgets were in flux due to shifting spending and revenue patterns and that both the Superintendent and the Business Administrator were retiring.  The board asked and was repeatedly assured the budget was balanced, I specifically asked at the June 13, 2024 board meeting and received a reassuring answer.  Unfortunately that assurance was not correct.

There are multiple view of the causes of the issue. But I always look to take things back to the root cause.: When I joined the board we had "Business Services" Committee that was charged with reviewing the district's finances and making  recommendations to the board.  The committee included members of the public who were financial experts, and developed relationships with the Business Administrator that were distinct from the superintendent.  This committee provided the necessary checks and balances to keep the district finances in order.

Years ago the board, under different leadership, eliminated this committee.  I objected strongly at the time because I believed the oversight role as well as the community and administration communication was necessary.  I had brought the topic up over the years, but never got anywhere.  With the new administration that came on board last summer I planned on working to restart the group.  After the financial news broke I authored the policy and charge to the newly constituted committee and have worked to get it off it's feet and running.  The committee meets monthly and includes two community members with financial expertise.  

One of my reasons for running again is to see to completion the task of making this committee effective, regularizing it's work and making sure it is enshrined in board policy.

What about the financial impact?  The overall financial impact is surprisingly minimal.  In the end the only cost is the interest on the additional funds we have to borrow to have sufficient cash for operations.  Although the next budgets will see reductions in spending, these are reductions that should have been made to balance the budget over the last two years.  It's going to feel bad, but its work we should have done already.  We don't have the luxury of delaying reductions and dipping further into fund balance to soften any impacts.  Here are some of the most impactful things on the table: reduction and reorganization of the district administrative staff,  reduction of classroom staff to match reduced growth of student population and changes to the districts health plan.  

Accomplishments 1)

 In 2006, the year before I was on the board, MG spent $326 per student on utilities, and as I noted during my campaign MG was in the top 10% of schools for utility expenditure.

In 2023 we spent $284 per student, a 13% drop. During the same time the median school district in Wisconsin saw an increase from $230 to $285 per student, a 24% increase! The difference between these numbers indicates a savings exceeding $300,000 a year from our operational budget.

I didn't do any of that by myself, I had help and lots of it Most importantly by in from the board and the administration that we could make a difference!

2025 Monona Grove School Board Election

I'm a candidate for re-election in this year's Spring election.  Over the next few years the district is going to face some real challenges: disruption of federal funding and policy related to disadvantaged students, the repeal of Act 10, the increasing teacher shortage, changing population trends, and the continuing funding gap.  I believe that my experience will make a difference when it comes to navigating these challenges, and so I'd ask for your vote this year

League of Women Voter's Questionnaire - solving the world's problems in 750 characters or less.

Candidate response to the LWV's questionnaire are published at Vote 411,  I encourage you to read them all.  Note that responses are limited to 750 characters which limits the ability to explore the complexities of the issues we are trying to address.  My Responses are below, I've added comments in italics indicating important points I'd like to make but couldn't reasonably fit in the 750 character limit.  

1. How would you address staff recruitment and retention issues in your district?

On the board I’ve helped MG save hundreds of thousands in facilities costs, making those funds available to spend in classrooms.  When first elected to the Board, the district spent more on utilities per student than 90% of Wisconsin schools, now that spending is well below average.  I’ve led this effort because controlling non-educational expenses is key to maintaining competitive salaries for staff.

But that’s not nearly enough.  A rewarding work environment is essential: Teachers need to feel valued, listened to and that their efforts can make a difference in student outcomes.  Just as important is managing workloads.  It is demanding work, and teachers need to have time and energy to manage the challenges of the job so we can excel. 

Monona Grove continues to keep class sizes below average and maintains a higher ratio of classroom support staff (special ed. and educational assistants) because we believe this provides a better experience for our students.  However it limits our ability to offer higher individual salaries.

I want to stress that the work done to reduce utility expenses was not mine alone, I want to recognize the buy in from the board and administration, as well as substantial community participation

2. Are there additional steps your district should take to ensure a safe and respectful environment for all students and staff?

There has been a tragic increase in the rate of suicide among young people in the last 10 years.  It is one of the greatest dangers facing our students and we have seen it result in tragedy in schools in Madison. We need to continue to improve access to mental health and resources that can identify and connect with struggling students and redirect them before they become a danger to themselves and others. 

Children come to our schools as they are, not as some politicians think they should be, At this moment in history many of our students will feel devalued and even threatened.  Expressing and demonstrating that each of them is unreservedly and equally included in our best efforts is the basis for a safe and respectful environment.

It's important to us all to remember that statistically schools are the safest place for children in the US.  Despite the horror of school shootings and the attention they get, these are still rare events. We need to look closely at safety to use our resources most effectively.  Can we improve safety more with metal detectors or by spending the same amount of money making student mental health resources available.  

 3. Given that Monona Grove School District’s fund balance is currently 4% of the operating budget, while Board policy requires a 15% fund balance, do you support any adjustments to Board policies and procedures for monitoring the District’s finances?

 As chair of the board’s newly created Finance & Operations committee, I’m working towards effective solutions.
My objectives related to financial oversight include:

1)Evaluate recent failures and use what we learn to evaluate, improve and codify solutions into district policy.  

2) Establish trusted working relationships with key staff at multiple levels so that the board, and public, have timely access to information from multiple sources and perspectives.

3) Recruit community volunteers with financial expertise to help evaluate and plan district finances and implement robust procedures. 

4) Return to a system with monthly financial review and timely reporting of key fiscal and organizational metrics.

As chair of the board’s newly created Finance & Operations committee, I can report significant progress towards these goals.

Financial oversight lies in the category of items that seems like you don't need as long as you have it, but as soon as you take your eyes off the ball you find you needed all along.  Years ago the board got rid of its "Business Services Committee", responsible for managing financial oversight.  I strenuously objected to that decision at the time, but was outvoted.  With changes in leadership, I had been discussing bringing back this committee this year before we discovered the operating funds deficit.  The oversight issues exposed precipitated the issue.   

4. Is there another compelling issue on which, if elected, you think you can make a difference?

I anticipate the next several years will be beyond challenging for many reasons: disruption of federal funding, major shifts in the federal policies that guide interactions with disadvantaged students, changes in our staff relationships due the to overturning of Act 10, financial challenges due to slowing growth in our communities and changing demographics, the increasing funding gap, and increasing teacher turnover and shortages.  But the biggest challenge will be the need to maintain focus on our mission of providing an excellent education for all students while handling everything else.

I've worked in all these areas while on the board, I believe that experience, and perspective, will make a difference navigating these challenges. 

This year is shaping up to be a doozy in terms of the challenges we will have to meet.  The one that concerns me the most is that Act 10 defined the parameters of negotiating our compensation package.  The overturning of Act 10 (and yes I agree it's unconstitutional, not just a bad law) will leave is with a legal vacuum that we are not going to be able to fill easily.  I've worked through these compensation negotiations, including the repeal of Act 10, and I think we will need all the experience we can muster to work through it this year.  

5. Describe your specific experience (educational, occupational, civic, and community) that prepares you to effectively address your priorities. Cite an example of how you worked productively on an issue as an involved citizen or elected official.

I’ve served on the MG School Board since 2007.  The most important thing I have learned here is how very little anyone can do on their own, but how much can be accomplished by drawing on the rich expertise and capabilities found in the MG Community and District. 

I’ve been successful using this inclusive strategy to help the board manage important objectives, including reducing operational expenses, improving sustainability, financial crises, infrastructure development and employee relations.

In addition to my School Board service, I have private sector senior management experience with a focus on process analysis and product and organizational improvement.  This experience helps me understand and navigate the oversight of a complex organization, where I emphasize robust processes that will result in good decision making. 

I have lived in the district since 2003 and my 2 children are graduates of the district, and we value the quality education that brought us to MG!