We asked them what their priorities would be if elected. Here’s a look at some of their answers:
Q: What are the 3 biggest challenges facing the school district? How would you deal with them?
Corine Doll: 1) Creating trust, 2) Honest, open, and constructive communication 3) Fiscal policies and decisions that are supported by taxpayers. Creating trust is dependent on communication that is honest and open.
We need communication procedures that allow for more input from our citizens in constructive ways. Currently, board policy allows citizens to sign in and speak at a board meeting. The board does not respond, does not question, does not comment.
We need a policy and guidelines for follow up or feedback. The second biggest challenge is to create fiscal policies that work for all stakeholders. There is a lot of talk about putting up another tax levy to tear down some existing buildings and build new spaces. The last school levy in May 2016, was resoundingly defeated by 63%. I am not against new buildings, but I am against not listening to taxpayers.
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Our board should be meeting in our schools. Meetings should rotate between all existing buildings and all board meetings should start with a quick tour of facilities so that all citizens can see state of current buildings. Just a quick walk through halls, peak into restrooms and kitchens. That also allows all community members access to our buildings. Think how actually being in the buildings and looking at our current utilization will help frame conversations for future building plans.
Joellen Heatherly: By far, the greatest challenge currently facing the district is aging buildings, specifically replacing two elementary buildings with one new school for k-6th grades.
A master facilities plan is being developed to address aging buildings, and concerns regarding safety, accessibility and technology updates. Second, in 2018 a master agreement contract with the collective bargaining organization representing teachers is due for renewal. I expect parties will work together to mutually agree upon a contract that is equitably and fiscally amenable.
My mother was an educator in Tipp City Schools until her retirement. I have great respect for educators and share in our community’s expectation to be fiscally responsible while retaining qualified, engaged staff. The district needs to continue strengthening student opportunities and building a climate of responsibility among students and staff, but outwardly as well. Staying connected with Tipp City citizens of the accomplishments and progress towards goals is critical to restore trust throughout our community.
The district has created a Quality Profile to share insights and responses to the state report card for our district, as well as exploring anonymous bullying reporting systems, and evaluating use of Ohio Checkbook to transparently make finances readily accessible for review. These are examples of forward moving steps that preserve the excellence for which Tipp Schools is known while communicating progress to residents.
Frank Maus: The first, and always the first, is staff and student safety. We need to continue to evaluate and update the safety plan. Staff training needs to continue, and be updated as we learn more about possible threats to our students' safety.
The relationship with the police department has been beneficial, for several reasons. We can grow that for even more taxpayer value. The second issue is adjusting to a changing state legislature. Due to term limits, there will be big changes in our state legislature.
I am hoping for more cooperation between the state and local school boards. Our school board needs to be more vocal during this time. The entire Tipp community should be more vocal with the new legislature. There are opportunities to improve student education by less state testing and eliminating mandates in our classrooms.
The final issue facing the new school board is a strong look at the finances, especially the structure of the funding. In the past 6 years, we have gone from having a financial crisis, to now having a nice number in our bank account. Through strong community support, rising property values, and a very low per pupil cost, our financial fitness is very strong.
Eric Windeknecht: Facilities – We are in desperate need of developing a comprehensive plan that addresses all our district's facilities.
I would drive the board to develop an all-encompassing plan that lays out a master facilities plan for the next 5, 10 and 25 years. The master facilities plan would include what needs to occur with all our current land and facilities moving forward. The school board needs to work closely with the community to determine what would be the best solution for providing our district with safe, modern and versatile spaces for our PK-12 students.
This plan also needs to take into account auxiliary district facilities like stadium(s), track(s), gym(s), etc. School board culture and environment – The school board needs to regain the trust of the community by creating a fully accountable and transparent environment on the district’s board.
The school board needs to serve as the voice for the community in the education of our children and would make the best decisions for all our students while supporting our teachers. There will be tough decisions along the way that need to occur, but know that I will always make the best decision for students, teachers, and other staff members given the information that is presented to me. Inconsistencies in the execution of school policies – The school board needs to develop clear expectations for our students, staff, and teachers. The administration needs to then hold everyone accountable to these expectations and rules.
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