The
Jacksonville
Public
Education
Fund,
Save
Duval
Schools,
Duval
County
PTA,
Jacksonville
Kids
Coalition
and
Jacksonville
Urban
League
are
nonpartisan
organizations.
We
do
not
support
or
endorse
any
specific
candidate.
Our
goal
is
to
educate
the
community
and
promote
increased
participation
in
school
board
elections.
Candidate
responses
to
all
questions
will
be
published
verbatim
on
a
special
web
site
at
www.schoolboard2012.org.
While
candidates
are
strongly
encouraged
to
complete
the
questionnaire
in
its
entirety,
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or
non-‐participation
will
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candidates
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participating
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subsequent
public
forums
or
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events
hosted
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organizations.
The
deadline
for
returning
this
survey
is
July
2,
2012.
No
responses
will
be
accepted
after
this
date
and
all
responses
will
be
published
simultaneously
to
the
web
site
subsequent
to
this
date.
2012
SCHOOL
BOARD
CANDIDATE
QUESTIONNAIRE
Coree Cuff Candidate
Name:
____________________________________________________________
7 School
Board
District:
__________
www.cufff4kids.com Campaign
Web
Site:
____________________________________________________________
Primary
Campaign
Contact
Coree Cuff Name:
____________________________________________________________
[email protected] E-‐mail
Address:
____________________________________________________________
904-250-0078 Phone
Number:
____________________________________________________________
JACKSONVILLE PUBLIC EDUCATION FUND 245 RIVERSIDE AVENUE · SUITE 310 · JACKSONVILLE, FLORIDA 32202 904.356.7757 · FAX 904.394.2005 · WWW.JAXPEF.ORG
Candidate
Biographical
Information
Please
provide
a
short
biographical
summary
of
no
more
than
500
words
that
can
be
used
on
www.schoolboard2012.org
web
site
and
in
other
publications:
Coree Cuff is a seasoned executive with extensive experience in field operations, complex negotiations, and top line growth strategies. With experience in four major industries -- transportation, energy, engineering services and health care, Coree has been a trailblazer for change and credited with sustainable bottom line improvements. As an innovative leader, she has held positions in both the private and public sectors, has voluntarily served on several nonprofit boards and is an ongoing advocate for education. This diversity of experience has enabled Coree to be sensitive to the dynamics in multicultural organizations, tune in quickly to what’s important and to successfully navigate within our global economy. Coree has worked in three Fortune 500 companies, CSX (226), Exelon Energy (145) and Flour Daniel (124), holding management and executive leadership positions. In addition to these private sector assignments, Coree has worked for the fifth largest public transportation company in the United States, the Southeastern Pennsylvania Transportation Authority (SEPTA), in Philadelphia, PA. In her various roles, Coree has led large, multidisciplinary, high performing teams and has had budget accountabilities for well over $700 million. She has also successfully identified new and emergent revenue sources, which have led to her organization exceeding revenue targets by double digits. In 2010, Coree decided to take her entrepreneurial skills to task and founded Well Body Academy, Inc., a progressive health and fitness company headquartered in Jacksonville, FL. Well Body Academy, Inc. provides weight management, corporate wellness and fitness services to consumers, nonprofit and corporate clients. She has been an unwavering advocate for healthy living. One of Coreeʼs many passions is the eradication of childhood obesity. She spearheaded an award-winning wellness initiative at Jacksonville Beach Elementary School with the sole intent of encouraging young students to make healthy life choices early. Her efforts earned JBE top awards in a Duval County Public Schools district-wide wellness competition. Coree writes a monthly health and fitness column for Jax4Kids, where she provides healthful tips for parents and students. With a circulation of approximately 50,000 in the Jacksonville area, Coreeʼs articles reach a broad audience and serve as a resource to many. Coree has a Bachelor of Civil Engineering Degree from University of Delaware, an Executive Leadership Professional Certificate from Wharton School of Business at University of Pennsylvania, and a Pilates Certification from Balanced Body University. She has also pursued master studies in Organizational Dynamics at the University of Pennsylvania. Coree is fully committed to improving education delivery in Jacksonville and has served on the Parent Teacher Association Board at JBE. She also serves on the board of Directors at Discovery Montessori School where she provided strategic direction, governance, and transformational leadership. While many independent and private schools saw a dip in enrollment over the last few years due to the economy, Discovery posted enrollment gains. Her current nonprofit board assignments include: Vice President of the East Hampton Homeowners Association. She resides in Jacksonville, FL and is a proud mother of an eleven-year-old daughter, Chloe.
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Instructions
Please
answer
each
of
the
questions
below.
If
you
need
additional
space
or
wish
to
elaborate
on
your
answers
to
one
or
more
questions,
please
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free
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attach
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pages
to
this
questionnaire.
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however,
to
identify
the
question
to
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with
the
proper
question.
You
may
respond
by
email,
fax,
or
postal
mail.
Directions
on
how
to
do
so
are
at
the
end
of
the
survey
document.
Questions
Overall
1. If
you
had
to
give
the
Duval
County
Public
Schools
a
grade,
how
would
you
rate
its
current
performance
at
educating
a. High-‐performing
students?
_____
A
_____
B
_____
C
_____
D
_____
F
b. Average
students?
_____
A
_____
B
_____
C
_____
D
_____
F
c. At-‐risk
students?
_____
A
_____
B
_____
C
_____
D
_____
F
2. In
what
respects
do
you
think
Duval
County
Public
Schools
are
doing
well
in
their
mission
to
educate
students
in
Jacksonville?
There are definitely bright spots in our public education system in Jacksonville that we most certainly should be proud of. We have four nationally recognized schools and five of the career aspirations programs have been nationally recognized. DCPS is second in the state for the percentage of graduates completing at least one AP, IB, AICE, or Dual Enrollment courses. We also have three intervene schools with the potential to come out of intervene status this year.
4
3. In
what
respects
do
you
think
DCPS
needs
to
improve
significantly?
What
specific
changes
do
you
want
to
make
in
school
district
policies
or
programs
to
make
these
improvements?
I believe the most strategic decision facing DCPS is when to pull the plug
on 19th century education philosophies and race ahead to 21st century
solutions. Integrating technology into the entire education process and
redistributing resources to achieve that end is the number one priority I
think the new school board should address.
The world is changing around us almost at the speed of light. Yet, we are
moving at a turtle’s pace when it comes to educating our children. We’ve
spent decades trying to solve this, thrown lots of money at it, and although
some progress has been made over all we are still performing too near
the bottom. We simply can’t wait any more and the call to action is now:
the children and taxpayers deserve so much better.
Strategic
Plan
Duval
County
Public
Schools
has
a
strategic
plan
approved
by
the
school
board
in
2010
that
guides
the
day-‐to-‐day
management
and
activities
of
the
superintendent.
A
copy
of
the
strategic
plan
can
be
accessed
at
http://www.duvalschools.org/static/
aboutdcps/superintendent/strategic_plan.asp.
For
the
following
questions,
please
cite
the
strategy
number
and
title
(e.g.
Strategy
1.A:
Provide
additional
support
for
all
low
performing
students
in
all
schools).
4. On
which
specific
strategy
do
you
see
as
most
critical
for
the
district
staff
to
focus
in
2013?
All of the specific strategies are critical because they are interdependent
upon each other to achieve the quality of education our children deserve
and the stakeholders expect. There are however, far too many items
being tracked. In management circles today, the best practice in strategic
planning is to have a one-page document with a three to five year horizon.
Much more than that can cause organizational chaos and distract
employees from focusing on the most important strategic objectives.
Of course, the 1.A, the academic achievement of our students is a priority.
While there have been improvements in the test scores over the last
several years, reading, math, and science scores continue to fall short of
the goals set. The FCAT Weighed Average Performance gap shows little
progress in closing and as a result we are not meeting the core belief and commitment that the academic success of EVERY student is a top priority.
5
5. Which
specific
strategy
or
measurable
would
you
propose
revising
or
eliminating
and
what
would
you
change
about
it?
Actually, I would like to change the framework of this question and not focus on what needs to be revised or changed with the current plan, but what needs to be added. As mentioned previously, we need to move the way we educate our children from 19th Century models to 21st Century. Let's face it. Our children are being bombarded by technology daily. They work on equipment now that was science fiction just a few decades ago. We are not the agricultural or industrial society we used to be. So we need to change how we educate to reflect what. We need more strategic focus on technology and innovation in the classroom. How do we get there, how do we fund it and what does it look like in full implementation is the strategic conversation we need to have today is we want to actually see it materialize within the next few years. And it's coming. There are state mandates on the books regarding technology integration that we will need to address within the next three years. These are not funded, but required and we'll need to figure out how to make them happen. We need to stop divesting in technology by continuing to underfund it, but do instead respect it for the instructional compliment it can be.
Governance
6. Please
provide
a
description
of
how
you
would
differentiate
between
the
governance
responsibility
of
the
school
board
and
the
management
role
of
the
superintendent.
The Florida Statues and the State Board of Education provide the legal framework for the duties of a school board member and superintendent. For board members, the duties range from managing the budget to adopting policies that encourage local decision making at the school level. Board members are also required to preside over hearings for students charged with extreme discipline infractions. For the superintendent, Florida Statutes and State Board of Education Rules list about 22 duties that a superintendent legally has to perform ranging from budgeting to transporting children. While these 22 items are important, a superintendent needs to be more than that. A superintendent needs to be a responsible steward of taxpayer dollars, an advocate for children, an engine of instructional excellence and a driver of innovation. He must have high expectations for student achievement and a solid plan for realizing it. He must also have a shared vision with the board and be able to actualize it at every level in the organization. I fundamentally believe that the role of every school board member should be to provide good governance, set excellent policies and to hold the superintendent accountable for exceptional educational outcomes. I also firmly believe that the day-to-day operations are the full responsibility of the superintendent. I also
6
believe when appropriate, that board members should aid in influencing policy decisions at the legislative level in an attempt to thwart unfunded mandates or decisions that may run counter to our strategic focus. As a school board member, I will be supportive of the superintendent, hold them accountable for exceptional educational outcomes and remain fully committed to my governance role.
7. Describe
in
your
decisions
how
you
would
balance
the
interests
of
your
specific
neighborhood
school
board
district
with
the
interests
of
the
entire
school
system
if
they
come
into
conflict.
I strongly believe that we cannot be parochial when it comes to the education of our children. Given where we are and how far we must go to meet the base level of standards for all, we can't afford to be singularly focused. As School Board member from District 7, I will do what's best for all of the children in Jacksonville and in doing so will benefit not only the constituents who elected me, but those who did not.
The
Duval
County
School
Board
is
currently
engaged
in
a
search
for
the
next
superintendent,
who
will
replace
retiring
Superintendent
Ed
Pratt-‐Dannals
in
December
2012.
8. What
do
you
consider
the
key
qualifications
the
next
superintendent
should
possess
in
order
to
be
most
effective?
Duval County Public Schools needs a superintendent who can successfully lead transformational change and exhibits a sense of urgency for realizing that change. Someone who is bold enough to seek innovations in education has the fortitude to see it through and the courage to stand firm in the face of conflicting priorities. Having had the responsibility for large organizations, where good talent was essential, I know it when I see it. The ideal candidate will have a demonstrated and confirmed record for transformational change; high integrity; the capacity for recruiting, developing and retaining great talent; strong respect for students, parents, faculty and administrators; excellent communications skills; the ability to build strong relationships with key community stakeholders; create a culture of accountability; streamline operations, think strategically, employ good fiscal management; and be able put trust back into the organization. The superintendent and the board must have a shared vision and mutual desire for greatness for our students. Interactions between the board and superintendent should be professional, respectful and candid. The superintendent must insure that all information provided to the board for decision making or policy setting, is as accurate as possible and deliberate failure to do so should be met with serious consequences.
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As board members, we must also remember that we have one employee, the superintendent, and should provide that employee with the tools to be successful such as continued professional development for flat spots, on going performance appraisals, and timely feedback on what's going well and what's not going well. The board should set high expectations and hold the superintendent accountable for realizing them. At no point in time should the board triangulate its interactions with the superintendent by taking on the day-to-day operations of the district. One of my biggest concerns, as a potential new board member, is that I may not have the opportunity to ensure that we have a superintendent with the previously stated qualities, since the current board is actively seeking to hire the new superintendent prior to the new board coming on. With four out of the seven seats potentially changing, I think this is big mistake and is a potential disservice to the students, taxpayers and the new superintendent. I have a great deal of experience with selecting talent and building high performing teams and I look forward to applying those skills in any superintendent search. I just hope that I have the opportunity to do so.
9. The
school
board
is
in
the
process
of
developing
a
new
formal
evaluation
instrument
for
the
Superintendent.
In
addition
to
this
annual
evaluation,
please
describe
how
you
would
propose
providing
formative
feedback
to
the
next
superintendent
on
his/her
performance
on
an
ongoing
basis.
In all fairness to any new superintendent, it is very difficult to work for seven different bosses with seven different agendas. It's imperative that the new board becomes a cohesive team quickly so that their collective efforts can be channeled in a direction that allows for the best possible outcomes for students. This cohesiveness also creates a stabilizing environment for the entire district and will enable the superintendent to be more effective in his role. Ideally, we want the superintendent to be successful, because if he fails, our students fail too and that’s simply unacceptable. Regarding performance evaluations it is a best practice in leading management circles to have performance conversations early and often to avoid misunderstandings, misalignments or missteps. I believe that monthly, factbased performance evaluations should be held in the first year of the superintendent's tenure. That way positive behaviors can be reinforced, performance metrics reviewed and course corrections addressed immediately. During that first year, if the superintendent wants or needs more frequent interactions, the board should be accommodating. As the superintendent matures in the role, quarterly evaluations should be sufficient. In every year there should be an annual evaluation.
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Financial
Resources
and
Budgeting
The
Duval
County
School
Board
is
responsible
for
adopting
an
annual
budget
that
outlines
expected
expenses.
A
copy
of
current
budget
documents
can
be
accessed
at
http://www.duvalschools.org/static/aboutdcps/departments/
budget/budget_resources.asp.
Please
review
these
documents
so
that
you
can
answer
questions
#10-‐12
as
specifically
as
possible.
10. What
specific
areas
of
the
district
budget
would
you
prioritize,
particularly
if
additional
resources
became
available?
The economy has had a dramatic impact on the funding for our public schools. Falling property values and greater dependency on local versus state revenues have meant many vital programs have seen cuts or elimination. The core curriculum of reading writing, science and mathematics are essential, but alone they are not enough to provide quality education. The first priority must be the early learning programs such as VPK, which focus on reading and language skills. Without them a child has limited potential for success and the gap between economic levels will continue to grow. Wellness and physical education is critical. Numerous studies have shown that healthy students perform better. The growing percentage of the population with childhood obesity issues will cost us today and for the lifetime of the child. The arts are also critical. Students engaged in music and in the visual arts often perform better in the area of mathematics. To keep children in school, to lower the dropout rates and increase graduation rates we must provide more than just the core, we must provide the whole fruit.
11. With
revenues
expected
to
continue
to
decline
in
the
coming
years,
additional
budget
cuts
are
all
but
a
certainty.
What
specific
areas
of
the
budget
would
you
recommend
reducing
first?
That's right. Revenues are declining, mandates are increasing and the public has no appetite for tax increases. These are difficult times and there is more to come. It is for this reason that we need decisive, aggressive and transparent fiscal policy that will guide us through the next several years. It is also for this reason that we need to be very open to support from outside traditional revenue streams and embrace as much private sector resource support as possible. After review of the budget, there are three areas of significant expense: labor and overhead, material and services, M&S, purchased services and energy services. Forty-five percent of DCPS expenses, about $700 M is associated with labor and overhead, followed by purchased services at 15% about 253M and M&S at 6.0%. We need to take a good look at the heaviest hitters for cuts. The labor expense is the largest and therefore presents the best opportunity for immediate and even long-term savings. We need resource as close to the student and the classroom as possible. However, centralized and district services, not teachers, could be leaner and this is a great place to start. Whether
9
it’s through automation, operational efficiencies, process improvement, elimination of duplicative efforts, resource sharing with other districts, salary cuts, benefit overhauls, staffing reductions, there is room for savings here. That's one place to start, but for the best net outcome, those areas listed above must be reviewed as well.
12. The
school
district
generally
maintains
a
carry-‐forward
balance
and
reserve
fund
in
its
budgeting
process,
a
portion
of
which
is
required
by
state
law.
How
would
you
balance
the
maintaining
of
a
reserve
in
excess
of
the
state
requirement
and
continuing
to
fund
programs
and
services
during
tight
fiscal
times?
While it is good a management practice to provide a carry-forward balance and a reserve fund in its budget, we cannot sacrifice our children’s education, the programs both academic and extra-curricular that are essential to producing world class graduates. The short term gains are far outweighed by the long term consequences of such actions. The most alarming cut, when funds were available, is the failure to maintain early learning programs such as VPK. The costs that will be associated with not adequately preparing these high risk children over the course of their lifetimes will be a hundredfold to providing the proper funding when resources were available. We must weigh each decision both by its short-term fiscal costs and by it long term consequences.
13. To
ensure
the
district
has
adequate
fiscal
resources
and
avoids
budget
shortfalls
in
the
future,
what,
if
any,
revenue
sources
should
the
school
district
pursue
and
on
what
timetable
(e.g.
increased
local
property
or
sales
taxes,
statewide
tax
increases,
etc.)?
When addressing the DCPS budget, I will apply the budget philosophy that has served me well in both the private and public sectors. That discipline is based largely on the premise of “living within your means,” doing more with less, covering budget shortfalls through operation efficiencies, and creating your own revenue opportunities independent of what’s traditionally available. Given the economic climate, there is no room for any new taxes. Instead of asking for more, I would propose doing better with less and pursue operation efficiencies to cover any budget shortfalls. Also, I would work closely with coalitions at the legislative level to have as many unfunded mandates reversed so that those resources can be redirected back into our budget. As a school board member, I will ensure that the budget balances, is current, relevant and strategic. The ultimate goal is to prepare our students for the 21st Century workforce, to keep them in school through graduation and to have them emerge either prepared to continue their education, enter the workforce or to create their own micro economies as entrepreneurs. Any budget item that does not support those goals may not be a necessary expenditure and I will be fully prepared to challenge it.
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Community,
Parent
and
External
Relationships
14. How
would
you
propose
strengthening
the
relationships
between
parents,
schools
and
community
members?
Given where we are from a performance perspective and the fact that we rank 44th out of 65 school districts in the state of Florida, which ranks as one of the lowest performing states in education in the country, I think the more people we have wanting to help improve our education system the better. I believe the best way for the school board to work with the entire stakeholder community, is to keep the lines of communication open, be slow to take offense at any criticism levied and seek common solutions for the betterment of our education delivery. I will build consensus and support in the community by conducting outreach activities and listening to all stakeholder concerns. While we may not be able to act on every one of them, at least listening to them is a good first step. I will strengthen relationships between parents, schools and community seeking input; providing direct and timely feedback on issues of concern; promoting a "We're All In This" relationship attitude; treating stakeholders with respect and dignity; and encouraging decision making that provides best possible outcome for all students.
15. How
would
you
ensure
that
the
school
district
remains
transparent
to
the
community
in
terms
of
student
academic
performance,
financial
management,
school
board
meetings,
public
records
and
other
areas?
Florida’s Sunshine laws are in place to ensure that there is transparency in government and we have to follow the law. There are volumes of documents available either online or through public record requests. However, the perception is that there is not enough transparency especially when it comes to budget matters, as reported in recent articles about the District’s reserve fund. To address this concern, I will insist that we make all communications simple, concise, and understandable. I would insist the superintendent make the website as user-friendly as possible. I would also insist that all public board meetings, including workshops be held in the evening versus the workday to promote more community participation and leverage technology like skyping, social media, etc. to broaden our reach into the community and promote more engagement
16. There
are
a
number
of
external
organizations
that
interact
with
and
work
to
support
the
Duval
County
Public
Schools,
from
the
PTA
to
the
Mayor’s
Office
to
local
nonprofits.
Please
describe
the
ideal
relationship
with
entities
like
these
and
how
you
may
leverage
their
services
to
support
students.
I believe my role of a School Board member is to encourage, develop, enhance and expand upon these relationships. As the Administration identifies areas of need within the system, it will be my role to identify entities that may be able to address those needs, encourage their involvement and to work with staff to best utilize their efforts.
11
Jacksonville is fortunate to have so many community-based groups, business members, and education advocates outside of the parental community so enthusiastically interested in our school district. We are also fortunate to have a very active PTA and SAC within the parental community. I’ve been involved with both the PTA and SAC and know first hand the good work they do in schools through volunteerism. There are some cities, where this support is simply not there. We need to harness that collective wisdom and use it to our advantage. We should be open to feedback, slow to take offense and willing to accept criticism in the spirit of what’s best for the children; and not blame the source for bad news. As I a School Board member, I intend to just that. The issue of public education impacts all the residents, regardless of age or the presence of children within the household. Many of the external organizations currently aiding the public schools can help to build support for efforts to improve our students’ level of achievement and provide insight into how to best achieve these goals. They, through their membership, are advocates for our schools and many who are unaware of the challenges and progress being made, are touched by these groups outside of the normal context of the education community. Their advocacy can build the community support needed to make the DCPS a worldclass school system.
Legislative
&
State
Issues
The
actions
and
decisions
of
the
Florida
Legislature
and
State
Board
of
Education
have
a
significant
impact
on
the
education
of
Jacksonville
students.
17. What
law
or
policy
passed
in
the
past
few
years
by
the
Florida
Legislature
or
State
Board
of
Education
had
the
greatest
positive
impact
on
education
in
Jacksonville?
As the parent of an 11-year-old daughter who is currently enrolled in one of the county’s magnet programs, and is college bound, I find that the incentive offered by the Bright Futures Scholarship Program to have had a positive impact on education in Jacksonville. While the program has been around for a number of years, it offers opportunity to those who remain in school and achieve good academic progress. In recent years, the cutbacks to the program and the amount and number of scholarships offered have lessened its impact, but it remains an incentive to our students and to their parents to achieve success in our public schools. As a School Board member, I will advocate for its expansion by the Legislature. The program offers hope and opportunity to those who come from lower and middle-income households who would not otherwise have the financial resources to continue their education beyond graduation from the DCPS
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18. What
law
or
policy
passed
in
the
past
few
years
by
the
Florida
Legislature
or
State
Board
of
Education
had
the
greatest
negative
impact
on
education
in
Jacksonville?
Funding by the state has dropped from 69% of the budget in 1998/99 to 58% for 2008/09 school years. Even prior to the “great” recession, the legislature was placing greater burden on the county school boards to balance their budgets, requiring local school boards to compensate for funding at the state and federal level. This practice makes it more difficult to predict future funding levels and to address current deficits. Unless we get creative and reconsider current practices, our children will see declining quality in the classroom and simply can’t afford that. We must accept reality. There is no “magic influx” of cash coming from anywhere outside of this county. This is a local problem to solve and the sooner we accept that, the better prepared we’ll be to address it. Now I am not suggesting that we don’t try to influence state and federal officials to provide more money to schools, but we must that a bailout is not coming and act accordingly. We will not be victims, but leaders!
Major
Policy
Issues
19. What
do
you
see
as
the
advantages
and/or
disadvantages
to
using
standardized
testing
data
as
a
portion
of
a
teacher’s
evaluation?
Standardized testing data can be useful as a metric in determining teacher competency within their subject field. It alone should not be used as the sole determination of their competency. I do believe in merit-based pay and believe that compensation should be based solely on performance.
20. Duval
County
currently
operates
magnet
programs
in
more
than
50
schools,
including
13
dedicated
magnet
schools.
How
do
the
district’s
magnet
programs
positively
and/or
negatively
impact
overall
student
achievement
in
Jacksonville?
I believe they have a positive impact upon the overall student achievement in Jacksonville. We are home to three of the nation’s best public high schools: Stanton, Paxon and Douglas Anderson and they are all magnets. Mandarin High, which is located in my district, District 7, made the "Newsweek Magazine's" "Top 1000 High Schools in the US". I am aware that there is concern within the community over the fact that the magnets attract the best students, and in some cases it has an impact on the grades and average test scores within the “neighborhood” schools. This is not reason to do away with magnet schools. In fact, it should be a goal to bring all of our schools up to the level of achievement that is found in our best schools.
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21. What
impact
does
out-‐of-‐district
school
choice—charter
schools,
tax-‐credit
scholarships/vouchers,
opportunity
scholarships,
and
similar
programs— have
on
the
success
of
students
in
Jacksonville?
I have been a board member for an independent and private school for almost four years and am a firm believer that there is room in this education spectrum for a variety of education providers. We are in a crisis mode in both cost and quality in our public schools and we should use every tool available to educate our students, whether those resources come in the form of public, private or charter schools. Just like in the free market, choice breeds competition. Competition spurs innovation, price and cost sensibilities. Although the reviews on charter schools have been mixed, some have done extremely well while others have been forced to close, I believe that they are important to keep in the educational mix as long as they are meeting or exceeding the local, federal or state standards. Failing charter schools should not be tolerated any more then failing public schools.
22. Currently,
the
Florida
Constitution
limits
class
sizes
to
no
more
than
18
students
in
Grades
K-‐3,
22
students
in
Grades
4-‐8
and
25
students
in
Grades
9-‐12,
as
measured
at
the
actual
class
level.
From
your
perspective
as
a
potential
board
member,
is
the
impact
of
this
measure
positive
or
negative
in
the
effective
education
of
students
and
management
of
our
district?
Why?
States began implementing class size limitations in 1996 and Federal funding became available in 1999. Since its adoption in Florida by a Constitutional Amendment ballot initiative and its implementation there is little statically significant data to suggest that it has produced the results in terms of academic achievement that were anticipated yet. Additional time may tell us something different. It has added unanticipated operational costs as the county has complied with the Amendment.
23. Currently,
nearly
60
percent
of
high
school
graduates
need
remedial
coursework
before
being
eligible
to
take
credit-‐bearing
courses
at
Florida
State
College
at
Jacksonville.
What
would
you
propose
to
increase
the
number
of
students
graduating
college
and
career
ready
and
reduce
the
numbers
requiring
remediation?
There is no one thing that can solve our graduation rates and improve the college and workforce readiness of our students. There are a combination of actions such as improving education delivery, indentifying at risk students early and providing the appropriate intervention, increasing teaching quality, increasing parent and community involvement, etc.
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While the present is important, I think the future is even more important. We need a capital investment strategy today that takes us from a "brick and mortar" model to a 21st century collaborative learning portal. Where chalkboards, are replaced with smart tablets and classrooms morph into what I call a SmartROOMS. Adopting this approach should keep education nimble enough to keep pace with technology and still be relevant to students. How we educate our students has not changed in over a century, yet everything else has. If you took a scribes from the 19th century and put them in front of a computer, they would not know what to do, but if you take 19th century teachers and put them in a classroom, they’d feel right at home. Society is changing faster than that and education delivery needs to move even faster. With the right exposure, one of our very own students could become the next Steve Jobs. Digital schools are gaining popularity in many educational circles largely because of their impressive results. A school in Mooresville, North Carolina moved from a traditional educational delivery model to a digital platform for all students past fourth grade. As a result, their graduation rate went from 80% to 91% in about three years and proficiency rates went up as well. At the same time, costs went down. They attribute these successful outcomes to their digital education delivery and the use of laptops as learning tools in the classroom. We can do this here with the right strategic focus, the willingness to honestly reconsider our current education model and to take the calculated risk that we can do better.
✔
Public
(inside
Duval
County)
_____
Public
(outside
Duval
County)
_____
Private
_____
Charter
_____
Home
Education
_____
Other:
______________________________________________________________________
24. If
you
have
children,
what
type
of
school
do/did
they
attend?
(mark
all
that
apply)
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