Question |
Response |
| 1. Please tell us a little about your background (family, education, work and/or other experiences, etc.). | I am 45 years old, married, and have three children, all in MPSD. After high school, I served three years in the US Army, two of them in Taejon, Korea. I then attended three years of college at UWGB and UW Milwaukee where I studied mathematics and electrical engineering. I own two related computer technology businesses in West Allis. I typically spend two days a week working in the Milwaukee area. I am a LTE (part time) police officer with the Wisconsin Capitol Police Department. I served three years on the Big Bend Village Board, where I chaired the finance and personnel committee. |
| 2. Why are you running for the MPSD Board of Education? | I originally became interested in the school lunch issue. At first, the lack of community support for school lunch just seemed bizarre, but when the boat house was built to provide indoor parking for yachts, it became cruel, and I got actively involved. That's when I received the arrogant and patronizing treatment repeatedly described by citizens and employees alike. (I just talked with a citizen who told me, "When you try to talk to them about a problem, you become the problem!") My focus gradually shifted from my original concerns to the insiders-only decision process. Having been an involved citizen in other communities, I was shocked at how direct the efforts were to intimidate me and exclude my participation. When I found out the board voted in secret, and then pretended to take input from voters who believed the decision was still pending, I was outraged. This is comparable to the Milwaukee County pension scandal - behavior so outrageous, the voters can't help but take notice. The legal remedies I am pursuing might force the board to take certain actions, but I am running because the board needs to hear from their own voters that their conduct is unacceptable. |
| 3. What assets do you feel you would bring to the Board? | Leadership. Leadership requires courage, competence and confidence. These traits enable leaders to invite new ideas that challenge established thinking without being threatened by them. I welcome and encourage true participation by everyone who wants to contribute, including students, employees and citizens. I am an involved leader who likes to experience all aspects of an organization first hand, but I am not a micro-manager. I am not afraid to talk to my constituents! |
| 4. What do you perceive as the strengths and weaknesses of the MPSD? |
There is a strong work ethic in our community which is reflected
in the district's employees. Our employees are loyal, work hard,
take pride in their work, and care about the kids they serve.
This commitment to the community
has shielded the district from the harmful consequences of
the relatively low funding allocated to instruction of our students.
District leaders intentionally isolate themselves from information and ideas, creating dangerous 'group think' that leads to bad decisions and unnoticed threats. This contributed to the district failing to respond to shifts in school funding and policy at the state level a decade ago. The work ethic described above is also a threat, because the alarming decline in employee confidence in their leaders is driving away talent and experience the district does not have the funding to replace. |
| 5. What are your budget priorities? If finances were tight where would you look to find revenue and/or what would you cut? | If finances were tight? Hope springs eternal! Gross mismanagement of state government and the soft economy portend some rough years ahead. I won't have a detailed understanding of the budget until I'm on the board, so I am at a disadvantage in discussing specific cuts. The budget situation may become severe, so at this point, I won't rule anything out. I know of little or no opportunity to generate significant new revenue. MPSD spending per student is below the state average and the district's misplaced spending priorities within that lower amount even further reduce the resources available for actual education of students. Thus, MPSD is already at a disadvantage because funding available for instruction is below other Wisconsin districts, and that's before the next round of budget cuts. Uncontrollable cost increases such as health premiums will have to be made up somewhere. I am very concerned about our district's terrible student/teacher ratio, so I will be fighting for improvement in that area. There may be no way to avoid cutting programs and positions. There is some good news. The state has identified runaway capital expenditures as aggravating the school funding problem, so MPSD may be facing a big stick to get that under control, thereby (eventually) freeing up funding for instruction. Also, the 'foundation' school funding formulas being discussed may bring more revenue to the district. |
| 6. Following a contentious situation such as negotiating an employee bargaining agreement or a grievance, what can the school board do to improve relationships, feelings, morale, etc.? | Consistent, fair and honest leadership will inspire confidence and respect throughout the district and community. Conversely, our school board and administration operate with impunity, defying our state's tradition of open government, and even dismissing the advice of our District Attorney's Office and findings of the Employment Commission. It will be difficult for our school board to rebuild its lost stature, even if they did recognize their mistakes. It is impossible to lead with moral authority when your own conduct undermines trust. |
| 7. Briefly describe three (3) priorities you have for the MPSD. |
1. School Board Reform.
Regain the trust of the community and employees.
Voters must do their part by rejecting existing leadership at the polls.
2. Funding Priorities. Spend our limited tax dollars on education, not concrete. 3. Control Our Destiny. Concentrate more on what is best for our district and our children and less on blaming the state and employees. |