Embedded Files
Welcome!
Welcome!
Thank you for visiting my campaign website and for your deep commitment to the future of Robbinsdale Area Schools.
Serving on the Robbinsdale School Board has been an honor, and I am running for another term to continue the work started by our Superintendent, Teri Staloch to move our district into a positive, sustained, and accountable future of achievement and success for ALL students.
I started my campaign asking for your partnership in two areas:
Vote to return me to the board.
Support investment into our school district by voting YES to all three of the bond referendum questions.
My website provides my insights about the critical issues facing our schools. I know voters in District 281 want to be informed. The best place for district information is the Robbinsdale Area Schools referendum website (rdale.referendumfacts.org) or the Referendum tab here on my website. This is primary source information; it contains reports from the Reimagine vision team alongside plans to implement this exciting transformation. Dr. Staloch and her team have created comprehensive, data-driven reports to justify the referendum request.
If you cannot find the information you need, please reach out to me directly. I invite you to stop by this website periodically, as it is my primary communication location. I will update as needed and explain more as required.
You will not find me on social media; I have deactivated my accounts until after the November election. I find social media to be primarily for entertainment or at worst, a place where "playground insults try to pass for dialogue". It is time to focus on the students not the adults.
I invite you to look at the facts. Our community must focus on understanding student needs and supporting the community-created vision and board-approved plan to bring solutions that benefit ALL students.
A Starting Place: Reflecting on the Past
In 2022, my campaign platform was "Save 281 Now."
During that time, audits and financial reports began to show that the financial disaster that became a $20 million short fall was foreseeable. COVID money delayed the fall into statutory operating deficit (SOD) but did not prevent it.
Part of the problem was created when the Board opened previously closed school buildings. Re-opening schools created huge new expenses during a time of declining enrollment. I believe this is at the core of the disaster. In addition to too many buildings with too few students, the Board did not react to their own deficit spending in 2017 and 2018 as a red flag. Rather than cut the budget and right size expenses, money was taken from reserves to close the financial gap. This kicked the can down the road.
The positive Unassigned Fund Balance gave false hope in 2021, 2022, and 2023 and were due to an influx of COVID dollars. COVID dollars slowed the fall into SOD (statutory operating deficite) but did not prevent it. Too many buildings with a dramatically dropping enrollment was not sustainable.
With each school that reopened, district expenses rose while enrollment declined. As I learned in school finance 101, this is a recipe for disaster.
On top of an impending fiscal crisis, the Board meetings were frequently disrupted by shouting, name-calling, members storming out of the room, and abrupt resignations. To me, there was a direct correlation between dysfunctional board meetings and our district's dismal financial and academic results. Fights over nothing have taken precedence over getting work done for students.
The board has a habit of deciding (vote) on a topic but over time tries to second guess decisions. Conversations, not on the agenda, that second guess the previous decisions made by the board bring chaos to the table. Indecisiveness and Monday morning quarterbacking creates chaos and the chaos has hurt students and our reputation.
As a board member, I come to the table prepared to vote, that is my job. Questions are asked and answered willingly and in a timely manner through emails so that all board members get the benefit of one board member's question.
Currently, our processes are improving the work at the board table. (The community owes Chair Evans-Becker a huge hug for keeping the wheels on the bus for the past two years as the Chair.) Tighter agendas keep the work moving forward and a greater understanding and execution of governance process keeps bad behavior at bay.
"the $20 million short fall was foreseeable"
Reality point: if governance rules are followed, board members do not need to like one another in order to accomplish remarkable things for students. Personalities must never play a role in governance and the rules are the glue holding things together for the varieties of personalities who serve the board over time. If we repsect and abide by the rules, we are fine.
My reflection: During these past four years, I learned "saving the district" was a naive goal that underestimated what Robbinsdale Area Schools needed to improve. I soon realized minor changes were not enough—we needed a complete transformation.
Transformation was needed at the top. The board was able to hire a new superintendent two years ago. We desperately needed a highly competent leader with a proven record of accomplishment to build upon our strengths and "reimagine" the district's future. That was the Board goal and to that end, the school board unanimously hired Dr. Teri Staloch.
After her hiring, Dr. Staloch shared she intentionally selected the Robbinsdale School District. She studied our community, watched past board meetings, and researched the district for a full year before applying for the position and accepting the job. She hit the ground running with a clear, strategic plan (the district's already approved strategic plan), which was exactly what our district needed. Dr. Staloch gave the strategic plan life, she transformed that document from words into action, again, just what we needed.
Dr. Staloch started her job here with a directive from the school board that said, "fix this mess, lead us back into successful results and high achievement for ALL students." For the past two years she has achieved "exceeds expectation" in her performance reviews from the Board. It is rare to see this type of excellent leadership, but she is delivering.
Page updated
Google Sites
Report abuse