7 vie for 2 board school seats

By Steve Estes

Voters will go to the polls Tuesday to decide who will be part of the five-member elected board that sets policy and director for the Monroe County School System.

There are sets up for grabs in District One, predominantly Key West, and District Five, predominantly Key Largo.

Current District One board member Steve Pribramsky is not running for reelection, which leaves that seat wide open between three challengers, Barbara Bowers, Judith Wild and Robin Smith-Martin. Incumbent District Five n=board member Debra Walker is seeking reelection there against challengers Bruce Swango, Richard Bradley and Ronald Martin.

School board races are non-partisan meaning that every registered voter can cast a ballot. Should any candidate receive 50 percent plus on of the vote, they will win the seat. Should no candidate reach that number, the top two vote-getters will face off in November.

This election comes on the heels of a financial scandal that rocked the school district earlier this year when Adult Education Coordinator Monique Acevedo was arrested for allegedly stealing nearly $500,000 from various sources under her control.

That arrest led to the removal of School Superintendent Randy Acevedo, her husband, for conduct unbecoming when he was convicted of trying to cover up her alleged crimes.

The following are the candidates’ replies to questions posed by News-Barometer for the education of the voters:

District One:

What programs or processes do you feel need to be reviewed, or revamped as a result of the recent financial scandal at the school district?

Bowers: I think the school’s programs can always be tweaked, but I want to be clear that I think fiscal oversight was remiss on the school board’s part for many years. One-third of each board member’s time needs to be dedicated to finances that are diligently reviewed.

Smith-Martin: Job Descriptions, Purchase Order and Contract Approval; Identify a professional Contract Manager; clearly communicated Zero Tolerance Policy for Graft; Implement a Data-base-driven Enterprise Resource Management System that allows Super, CFO, and School Board Members to review all financials and contracts in real-time.

Wild: An effective step has been taken as a result of the recent financial scandal at the school district and that is the hiring of an internal auditor who reports directly to the school board. The other item I think should be reviewed is the job descriptions for administrators that were instituted under the previous administration. No job description at the administrative level should require less than a B.A or B.S. in education. Why? Education is a profession – as is law, as is medicine. It has its own body of knowledge that is necessary to perform to standards and these standards are hugely important since we are dealing with the futures of children.

Please outline your budget priorities for the coming four years, and outline your position on tax rates.

Smith-Martin: Resources should be focused in the classroom.  Period.  Millage will depend on next year’s property assessment.  We have a responsibility to educate our children.  If property values continue to slide, millage will have to increase—though the proportion will depend on identifying additional areas to lean within the existing operating budget.

Wild: I was quite disappointed to learn of the recently proposed tax hike for school capital outlay. Given the state of the economy, given the declining student population, budget cutting is preferable to a property tax hike of .50 mills. Cost savings should begin with the administration – no proposed bonuses. Job consolidation among administrative jobs is advisable.  Two assistant superintendents, given the number of students in Monroe County, are sufficient. Looking at the budget department by department, automatic raises as shown in line items should be eliminated. School board properties should be evaluated, but not sold at a loss to balance or increase the budget. Construction bids should be public and competitive and adhere to school board policy. In essence, hold the line.

Bowers: I want to be on a school board that does not raise taxes, but rather uses its extensive resources wisely—resources like the 73 properties the school district owns. Thirty one are land only, and all are assessed at more than $433 million. I want to make sure the school board evaluates how it uses this untaxed property, and possibly get some of it back onto the tax rolls.

Another fiscal issue is the $7.6 million dollar contingency fund—three times what the state requires—which was even increased by $800,000 this past year. During such a recessionary period, I think now is the time to use this emergency fund and apply as much as $5 million from it elsewhere.

Do you feel teachers have what they need to be successful? Can you explain that position?

Wild: As long as a teacher has a fair and unbiased principal, yes, a teacher has what he/she needs to be successful. A principal is responsible for the climate of the school – a huge responsibility. A positive, supportive climate can overcome almost any shortcoming of a school whether it is the physical plant, the quantity or quality of supplies, or the challenges of the student population.

Bowers: Although our starting teachers are some of the best paid in the state, Monroe County is expensive and teachers who want to buy homes are hard to retain. The school district needs to rethink its priorities and schedule pay raises for teachers, not administrators.

Nevertheless, the school district has retained some excellent teachers, who have been strong through a rash of scandals: They need support at all levels. I want to be on a school board that gets behind its teachers morally and legally; a school board that puts trust back into its working relationships.

Smith-Martin: No.  They need trust, respect, and the confidence they will have a job next year and the necessary resources to do their job well.

Do you feel students have what they need to be successful? Can you explain that position?

Bowers: If dollars equate to student success, Monroe County has the basic resources to be the best public school district in Florida. Its roughly $84 million school operating budget supports 8,400 students—that’s $10,000 per student. But if you take into account the overall $165 million school budget, the cost per student is almost $20,000, ranking Monroe County right up there with the cost per student of prestigious private schools.

Of course, the success mix requires more than money. Strong, caring teachers and programs designed to challenge students’ at all academic levels is critical. One program I encourage the school district to adopt is the International Baccalaureate Diploma program. I also want the school board to address the food it serves students: This year’s 1st-3rd graders will be Type 2 diabetics by the time they graduate if the district keeps serving them the breakfasts and lunches they’re currently getting.

Smith-Martin: Primary students, for the most part, seem to have what they need to be successful.  Middle and High School student face much greater challenges.  Fundamentally, they face a classroom and campus experience that is not conducive to scholarship due to issues of discipline and mutual respect between students and teachers.  Secondarily, we don’t see nearly enough parental involvement at the middle and High School level.

Wild: As long as a student has a teacher certified in education teaching in his/her field who is one hundred percent accountable for the student’s progress and educational well-being, yes, the student has what she/he needs. Educational well-being is a broad term, too broad a term to discuss here but I think the term is essentially self-explanatory.

[Where Monroe County Schools fall short, I believe, is in the “certification” of its teachers. Since I declared to run for School Board in District I, I asked one question of the current administration, one polite question by e-mail addressed to the head of Human Resources.

I asked: When it comes to new teachers being hired, what are the minimum requirements? There’s an asterisk on the Monthly Recommendations page (Meets minimum requirement), but no explanation anywhere.

The answer: The minimum requirements would be a Bachelors degree, State certification and HQ (highly qualified designation). Basically, you must be certified in the field you teach and be HQ. Plus, background check, etc.

I replied to that e-mail by asking: A bachelor’s degree in education, or just any bachelor’s degree?

I received an answer wholly underlined as if I were some bothersome dumbkoff: It can be any bachelor’s degree if you are certifiable in a subject area. If your bachelor’s degree is in basket weaving then you can take a subject area exam and with a passing score be certifiable and highly qualified in that area.

Well, I don’t think that’s good enough for our students. Professional teachers take forty hours of specialized coursework: tests and measurements, methodology, ethics, practicum, etc. It’s an entire curriculum designed to make them proficient in the profession of teaching and, with hope, trustworthy with children. I want the most highly trained teachers for our students, not just anyone who comes in through the backdoor. This kind of second rate hiring policy is fraught with hazards and I harken back to the lax standards of the previous administration. The current administration has proposed that we hire only rookies to bring down the cost of teacher salaries and I fear this second class certification may be part of it.]

Would you be in favor of term limits on locally elected officials and why or why not?

Smith-Martin: In general I support the concept of term limits for all elected officials, be they federal, state, or local.  So . . . why not?  Having said that, in recent years we haven’t had much of a problem, locally, with politicians over-staying their welcome.

Wild: I would be in favor of term limits. Elected officials have a tendency to build fiefdoms – all the negative connotations of fiefdoms applying.

Bowers: I believe strongly in term limits; in fact, I practiced this belief when I resigned this year from the Key West Historic Architectural Review Commission after serving the community for two terms. For two of the four years, I served as HARC chairperson.

What are your views on the appointed versus elected superintendent issue?

Wild: I favor the appointment of superintendents with the important caveat that the applicant have an advanced degree in education from a creditable university.

Bowers: I’m in favor of an appointed superintendent because I know first-hand that campaigning is immensely time consuming, and time our superintendent devotes to politics is time taken away from the business of education. Of the more than 15,000 school districts in the US, only 149 have elected superintendents.

Smith-Martin: We should vote yes on the upcoming referendum to employ our Superintendent.

District Five: Candidates Swango and Bradley did not respond.

What programs or processes do you feel need to be reviewed, or revamped as a result of the recent financial scandal at the school district?

Martin: The purchasing process, as a result of the recent financial scandal at the district level has affected how the local schools make their purchases. The checks and balances, that affected each individual school, were at the school level before the scandal began. I understand and support strict financial controls however, a policy needs to be established that allows a school to fast tract an order when needed.  For example, there was a school in the upper keys last year that went without air conditioning because there was not a procedure to fast track a requested twenty dollar part that was needed to make the simple repair.

Walker:  We have already begun the heavy lifting on that. In 2009 we completed a forensic audit, took legal action, created the position of internal auditor and revived the public audit committee. We now have a dual reporting system, with the new CFO (he has one new staff accountant) reporting to the superintendent and a the new internal auditor (only new administrative position) reporting to the board. He oversees the work of the public audit committee.

We have begun to get our operational accounts in order. All our financial data are now available online, including our checkbook. The CFO has already changed the way budget amendments are brought to the board, so that each budget shift is considered separately. He has changed policies and procedures regarding cash transactions. We eliminated all but one credit card which is held by the superintendent for emergency purchases. When budget permits, we need to migrate to a more efficient software product. The CFO will have a first big test of the new system for the Annual Financial Report due 15 September.

One goal we must ensure is met next–we are rebuilding Horace O’Bryant school in Key West using stimulus funds. We need to ensure the CFO, Internal Auditor and the Superintendent are all in agreement on handling capital funds appropriately and transparently. The great terms we have acquired for repayment (pay back $31M for $36M today) come with heavy penalties, so we can’t afford any mistakes.

The internal auditor is charged with efficiency analysis as well as fiscal oversight. He is currently working on revising the contract process so that it is scalable, comparable across departments and easily accessed for determining status. This will make a huge difference in how we do business going forward. All staff must be trained on these new procedures; the audit process will track training as well.

Over the next months the internal auditor needs to perform efficiency analyses of most major operations, including transportation, purchasing, personnel, insurance, and energy use. This track parallels his continued forensic auditing of the prior administration’s issues as they crop up.

We will no longer rely on Florida’s Auditor General to ensure fiscal health. They failed to test cash balances in Adult Education for seven years. They failed to find obvious discrepancies in the $2M per year volume in purchasing cards. These are essential components of a basic audit opinion. I hope the Auditor General will take our experience under advisement and revise the state process as well.

Please outline your budget priorities for the coming four years, and outline your position on tax rates.

1. Even in down times, fund a broad curriculum rather than eliminating elective subjects such as PE or music. These programs are essential to a healthy public school system. We must continue to raise the bar academically by allocating funds toward the materials and training for the International Baccalaureate Program which we intend to implement over the next three years.

2. Look for green ways to cut fixed costs through grant-funded energy efficiency projects such as solar power, wind power, biodiesel. Apply green strategies to capital projects to lower long term building maintenance costs. We set a good example for the next generation by doing this. For the most part, kids train their parents on green strategies anyway (recycling, composting) based on what they learn in school.

3. In collaboration with the union, professionalize the teacher contract so that outstanding teachers can reach the top of the salary schedule in about 10 years rather than waiting up to 25 years. Too many great teachers leave Monroe County after only a few years because they can’t afford to buy homes here.

Migrating to a new pay plan involves a more complex tenure committee review process which must be accompanied by a superior evaluative instrument. Based on our recent experience with FCAT grading (late or inaccurate scores and unclear statistics), we must rely on portfolio assessments of the entire year. FCAT data for small groups are statistically unreliable and reflect only a single day of student performance out of the 180 day teaching year.

4. Utilize the internal auditor’s recommendations on efficiencies to reduce the cost of administering the district.

5. Look at ways to distribute administration to available space in schools, especially in Marathon. This could reduce travel costs for administrators who visit all school sites.

6. Create a strategic capital assets plan for Key West to determine which properties may be excessed and which will remain in use. It’s expensive to maintain property we don’t plan to use, and it keeps these properties off the tax rolls. We should sell some and use the capital revenues to improve others. This has been in crisis management mode for entirely too long.

As for tax rates, we are required by law to levy the portion set by the Legislature, referred to as Required Local Effort (RLE). Last year we offset a legislative increase in millage with a reduction in our local  discretionary millage. I expect this policy will be implemented going forward, but that does not necessarily mean an individual homeowner’s taxes will stay level.

The millage rate is set by the total county taxable value; any individual’s taxes depends on the value of a specific property. Individual property valuations may vary from the overall average, making it difficult to predict an individual’s experience each year. Because of Save Our Homes legislation, homeowners tend to benefit from steadily increasing property values, and businesses and non-homesteaders benefit more tax wise during a dramatic decline. This is counterintuitive, so some homesteaders are surprised every year of the downturn.

We anticipate one or two low dollar years before property values recover.

I also believe that the ? mill switch has been good for kids and for taxpayers. We took ? mill of capital only monies and moved them to the operations side for 4 years by voter referendum. Most of that money goes to teachers’ salaries; some supports our school nurses. We can only afford to pay teachers at the top of the Florida salary schedule if we renew the ? mill switch when it comes due.

Martin: All my decisions will be based on what is best for the student first and foremost. Therefore, all budget decisions on my behalf will be made with this caveat. Budget priorities must be at the school level for maximum support. This starts with the classroom and works it way up the system (not the other way around). My position on the tax rate is quite simple. The tax payer should not pay anymore taxes than they paid this last fiscal year.

Do you feel teachers have what they need to be successful? Can you explain that position?

Martin: The discretionary budget at each school needs to be increased. This is the money each school gets to purchase class supplies. At present, most teachers only receive $100.per year. This amount averages out to 50 cents a day or approximately $6.00 a year (per student)  An increase in this discretionary money at the school level would be a tremendous help in providing different kinds of activities and materials in the instructional process and a morale booster to the classroom teacher. I feel that the district’s discretionary budget  (which is different than the school’s)  can be reduced so that the individual school’s discretionary budget can be increased.

Walker: Clearly teachers have been successful on many fronts because our kids are doing well by Florida standards. Admittedly all the best teachers are creative in their use of materials and lesson plans, particularly when funds are limited.  As we move to International Baccalaureate standards, however, there will be more training and resource needs if we hope to meet world-class standards.

There is never enough public money to address all needs; each school must evaluate its primary needs each year and target funds toward that effort. Some of our schools have been more effective than others in leveraging resources into excellent results. As 2/3 of our schools are starting school with new principals and/or assistant principals this fall, we must ensure new instructional leaders are clear on district goals and resources.

One of our greatest needs is in the area of technology. We have lots of  technology in the classroom, but it takes a big budget and resourceful technicians to keep them operating. It’s my hope the internal auditor can help us identify more efficient ways to renew our technology to keep up with kids’ needs, while not expending so many tax dollars to develop and maintain them. The fewer $ spent on upgrades and maintenance, the more there can be for extras in the classroom.

Do you feel students have what they need to be successful? Can you explain that position?

Walker: We have a challenging curriculum for students; our test data indicate we’re doing pretty well at teaching it,  but there is a lot more to student success than curriculum.

To be successful at kindergarten, one of our master teachers told me, a child must have read 1000 books before he/she arrives at kindergarten. Obviously she meant that the child would look at the books while a caring adult read with them. We have a few kids that read well the first day of kindergarten, but most do not. It’s the time spent shaping literary behavior before 5 years of age that begins to form success.

By that definition, not all kids come to school with what they need to be successful. There is a wide gap in early year experiences. Nonetheless, it is the teacher’s job to identify where a student is and get her/him to the resources he needs to succeed. Our teachers are doing a great job identifying kids’ strengths and weaknesses from 4-year-old VPK onward. Like it or not, we have our own test, the MBAT, that tracks student progress the beginning, middle and end of year. That, and new strategies that focus on immediate feedback keep students on track. Much of the differences in the early years can be mediated if kids are on grade level by 3rd grade.

When I joined the board, school nurse offices were empty most of the time; a nurse might be at school an hour or two per week. We now have a nurse in every school every school day. During the first year of implementation about 10 years ago, we documented a 10% decrease in student AND faculty absence. This is an essential component for success—good attendance by students who are healthy and well fed; they must also know that their teachers care about them.

The availability of school counselors is another important component of student success. I do not agree with the reductions in counselors the superintendent has recommended for 2010-2011. Counselors and college and career advisors are essential in the higher grades as well. This year more than 80% of our graduates continued on to some form of higher education. With good advice, more students get in to their top choice colleges and qualify for scholarships and financial aid. Pragmatic considerations such as sufficient school funds for books and housing can make all the difference in a successful college experience.

Finally, kids must take age appropriate personal responsibility for their learning. Our schools offer character education to reinforce these goals. Parental cooperation with these goals dramatically improves chances for success.

Martin: Again I refer to question 3. The school board must bring the focus back to the classrooms when making budget decisions.  The teachers and school level leaders do an incredible job with what they have, however, we must reallocate the money back to the classroom. There is always room for improvement when providing and striving for educational excellence.

Would you be in favor of term limits on locally elected officials and why or why not?

Martin: I believe a well informed voter can make intelligent decisions on when to remove elected officials. Leave it up to the voter when to remove a person from office.

Walker: Term limits have not served Florida well. Right now the Legislature is too heavily impacted by the strategic plans of individual politicians. Each new session there is a tremendous learning curve for a new class of recruits who seem to spend more time jockeying for leadership positions 4-6 years away rather than learning good long term policies on public governance. In this scenario, lobbyists control access to knowledge and short-term policies win out. FCAT, for example, has been revised in some way every year of its existence, making longterm comparisons essentially useless.

At the local level, term limits, particularly in small counties, could put a similar strain on resources and knowledge. Some of our best constitutional officers are long-serving and well-respected. My counsel is this—don’t change what ain’t broke.

What are your views on the appointed versus elected superintendent issue?

Walker: I have supported an appointed superintendent since my first campaign in 1994. My views have not changed. Much of what imploded at the school board table last year did so because the superintendent was able to maintain a separate constituency as an independently elected official. Other local governmental bodies hire professional managers. To be an elected superintendent, you need be only 18 years of age and registered to vote in Monroe County. Boards can do a national search for candidates who meet a stringent set of qualifications and pass the reference checking process. Elected superintendents are a remnant of post-Civil War Reconstruction. A full 99% of superintendents nationwide are hired by their boards. Case closed.

Martin: The most important issue here is to insure that a highly qualified superintendent lead our school system. If you have a well educated and informed school board making this decision then I have no issues with an appointed superintendent.

Regardless, a well informed voter is mandatory and is part of the equation in ensuring that our school board and our school superintendent are highly qualified.

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