Responses to the Tribune's Four Questions, Published October 5, 2004

By Lisa R. Simon

Following are my responses, limited by the editors to 75 words each, to four questions posed by the Tribune.

Nearly one-third of the district's veteran full-time teachers plan to retire in the next five years. We must preserve their collective knowledge, vast experience, and diverse skills while recruiting and retaining the best new teachers. A one-time gift (which cannot be used for ongoing expenses) should facilitate this dramatic turnover. Funding part-time transition teaching positions would encourage our distinguished retirees to mentor promising instructors. Retention incentives for new hires might also attract top teaching recruits.

2) What do you want to see in a new superintendent?

Drawing on my professional experience as a business manager, executive recruiter of city financial managers, and member of the Superintendent's Advisory Committee, I realize that a superintendent must have both financial and educational expertise along with strategic planning experience and internal and external communication skills. We need a leader who understands all aspects of the district, has a clear vision for the future, and can openly interact with students, parents, faculty, staff, and community members.

3) What decision of the current board have you most strongly disagreed with? Why?

Exercise and the arts are essential for our children's physical, creative, and academic development. The Board's fiduciary decision eliminating primary P.E. and music was made at too high a price. In my discussions with parents, teachers, and community leaders, I repeatedly have heard that specialists should teach these subjects. Music enhances the cognitive process and helps to enrich lives; P.E. promotes fitness and helps to save lives. I would champion physical and musical education K-12.

4) What do you see as the strengths and weaknesses of the district?

Since declaring my candidacy in early May, I have visited all fifteen school sites, regularly attended all board meetings, and most significantly, met with students, parents, teachers, and administrators. I am convinced that our greatest strength is the high quality of learning and teaching that occurs on a daily basis. However, I have yet to see any strategy to manage declining enrollment which creates uncertainty for students, teachers, programs, and schools. We need a plan.