Campaign Phone
3862955255
Classroom conduct and discipline are a primary problem. Many teachers have left the county, left the profession, or retired, because teachers are hamstrung with policies that hinder their ability to control disruptive students.
Enforce existing codes of conduct, use ISS and home suspensions, and draft additional policies if necessary. Principals and district staff need to be more supportive of teachers who send discipline referrals to them.
Further, the chaos created by such fiscal mismanagement as with the Covid funds would discourage any teacher from coming to Volusia County. Meanwhile, we keep adding more bureaucratic positions. These are the wrong priorities. We need to review and revamp staffing, with more emphasis in the classroom.
The first priority should be in the classroom, to make it possible for teachers to teach and students to learn. Budget priorities need a closer look but information is not currently made available to the public. Facilities locations and program offerings are also fluid, given the impacts of development approvals and school choice, both of which complicate transportation provisions.
We need to stop assuming we don't have money, and make transparent and efficient use of what we have. There is no indication we are doing that at this time, with a budget of $1.5 billion -- the largest in the county.
STOP USING THE CONSENT AGENDA TO HIDE INFORMATION FROM THE PUBLIC. Also, stop over-charging for responses to the public records requests made necessary by the lack of agenda backup attachments. The communication department is overstaffed, but underperforms; little substantive information is ever offered, unless it is self-congratulatory. We need to hear ALL the information -- not just the happy stuff.
The mess made with the ESSER funds -- the Covid money -- is a perfect example. The board knew in May 2022 that those temporary funds were being used for permanent positions, but they made no attempt to require the district to bring a plan forward, and they offered no substantive information until we hit the wall, and the chaos began.
The school district is not a parent. Parents have the responsibility to decide what is best for their kids. Teachers, administrators, and counselors should always give their best advice and do what they can to accommodate the parent's request but if they are unable to do so, we have school choice as an alternative.
The superintendent's job is to offer input but to ultimately implement the policies adopted by the board. I would look for a culture of openness, where alternative opinions are valued and considered, without fear of reprisal. Follow-through and genuine accountability are critical, and are currently lacking.
The attorney is an advocate for the board. It is understandable that the district seeks to avoid litigation, but we should not be afraid to defend ourselves either. Otherwise, we risk being seen as an easy check by anyone who wants to complain. We need to be willing to stand up for ourselves when we know we did the right thing. I would look for counsel who can strike that balance.
Campaign Phone
386-316-3600
Regarding recruitment, the District must continue to have in-person and virtual job fairs, present to university seniors majoring in education, market testimonials from VCS employees, advertise vaccines in multiple media outlets, highlight the employees' benefit package, and the many advantages of living in Volusia County.
Retaining high performing employees starts with making sure everyone is working in a safe, clean, welcoming, and supportive environment. Our employees from the lowest to the highest paid need to feel valued and appreciated. Employees need to be asked for their opinions and involved in decisions which affect their work. Recognition of employees for acts of kindness and making extra efforts should be recognized publicly.
One top priority is making sure schools are secure and our students and staff are protected. Staff must be professionally trained on how to respond to emergency situations. Facilities must have the necessary equipment to ensure safe working environments.
Another top priority is providing the support and instruction necessary so all students will reach their potential. This requires funding an adequate number of teachers/educational leaders and giving them the resources they need to perform at a high level.
A third priority is maintaining clean, safe, and comfortable facilities while using every classroom and office space efficiently.
Finally, funds must be allocated to be in program compliance with all Federal and State laws.
The Volusia County School Board welcomes public accountability and strives to be transparent in every action. Personally, I adhere to the Florida Code of Ethics and never discuss potential school business with another member of the school board.
Before I vote, I want to know how the public feels about an issue. I listen respectfully to each person who addresses the Board and make sure questions raised by the public are answered in an accurately and timely manner.
I know how important it is to have the public's trust. As a Board member, I do my part to make sure the public can obtain school district information easily. If I make a mistake, I take responsibility.
Serving the public is a high honor and starts with earning their trust.
As a former elementary and secondary school principal, I encouraged and embraced parents, who were involved with their children's education. The research show a direct consistent correlation between parental engagement with schools and student success.
All core instructional materials are approved by the State and correlated to the learning benchmarks students are expected to master. Library books are vetted through media specialists and professional literacy organizations. At each school, the principal approves instructional and library materials.
I support parents' rights to decide which library books they do not want their children to read. Students remain responsible for mastering content in State adopted instructional materials.
As a member of the school board, I have evaluated three superintendents. While the rating systems and the formalities were different with each superintendent, the final outcome was generally determined by four things;
1. Did the graduation rate improve?
2. Did the District grade show achievement growth?
3. Were there more A schools and no F or D schools?
4 . Did the superintendent have a good relationship with the Board?
With the District's general counsel departing and the school board attorney's contract expiring, the District is advertising for two in-house attorneys who will jointly represent the District and the Board.
I will evaluate the attorneys on their legal competence, ethical behavior, responsiveness, and demeanor.
