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North Clackamas School District Position 5

Special districts in Oregon are formed to govern specific resources. Examples are people’s utility districts, library districts, sewer districts, irrigation districts, ports and cemetery districts. Some districts get revenue only from taxes. Others, such as water districts, get revenue from ratepayers. Others may combine the two sources. Each district is governed by a board of directors which is responsible for the operation of the district and its financial accountability. ( https://www.oregonlaws.org/ors/198.010 ) Qualifications: Candidate must be a registered voter and a resident of the district for 1 year. Employees of the district are not eligible unless employed as a substitute driver. ORS 332.016 and 332.018(2)Salary: A member of the governing body of a district may receive an amount not to exceed $50 for each day or portion thereof as compensation for services performed as a member of the governing body. Such compensation shall not be deemed lucrative. The governing body may provide for reimbursement of a member for actual and reasonable traveling and other expenses necessarily incurred by a member in performing official duties. [1971 c.403 §2; 1983 c.327 §2; 1983 c.740 §53a; 1989 c.517 §1; 1995 c.79 §74] In event of Vacancy: Except as otherwise provided by law, a vacancy in an elected office in the membership of the governing body of a district shall be filled by appointment by a majority of the remaining members of the governing body. If a majority of the membership of the governing body is vacant or if a majority cannot agree, the vacancies shall be filled promptly by the county court of the county in which the administrative office of the district is located. [ORS 198.320]

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  • Kori Haynes
    (N)

  • Candidate picture

    Jon Simonson
    (N)

  • Kathy Wai
    (N)

Biographical Information

Even before COVID and the transition to online learning, school districts struggled with disparities in academic achievement. Educators fear even greater gaps upon their return to classrooms. What strategies will you consider to address these increased disparities?

COVID has shown us the importance of family support in facilitating students’ education. How will you build on this understanding to increase the role of parents in decision making and promote parental involvement in schools?

What is the impact of the pandemic on school budgets and spending priorities? How do you propose meeting these new challenges?

Los distritos escolares ya tenían dificultades con las disparidades en el desempeño académico, inclusive antes del COVID y de la transición al aprendizaje por internet. Los educadores temen que aparezcan vacíos aún mayores cuando el estudiantado vuelva a los salones de clase. ¿Qué estrategias considerará usted para enfrentar el aumento de estas dificultades?

El COVID nos ha mostrado la importancia del apoyo de las familias para facilitar la educación de los estudiantes. ¿Cómo utilizará este hecho para ampliar la función de los padres en la toma de decisiones y promover la participación de los padres de familia en las escuelas?

¿Cuál es el impacto de la pandemia en los presupuestos escolares y en las prioridades de gasto? ¿Qué propone usted para enfrentar estos nuevos desafíos?

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Web Site (leave blank if not applicable) http://electjonsimonson.com
YouTube Video (leave blank if not applicable) http://youtu.be/hh3bIKNT230
Town Where You Live Happy Valley
Your Experience/Qualificatons EXPERIENCE -Proven problem solver and a leader experienced in working with unions -20+ years business management -10+ years managing represented employees EDUCATION -Master of Business Administration -Bachelor of Science Business Administration VOLUNTEER WORK -Assistant football coach at Clackamas High School -Treasurer BSA Troop 33 -Cubmaster Pack 32 (former)
Facebook http://facebook.com/JonSimonsonforSchoolBoard
County Clackamas
Term 4 years
The current school board has needlessly extended our online learning. Equivalently-sized districts and schools in Oregon have transitioned to hybrid education and full onsite education, months before the North Clackamas School District.

To close the gap, we must focus on the success of all students. We must continue to prepare those headed to college to succeed in that path. We need to better-enable those entering the workforce directly with the skills, direction, and entrepreneurial spirit to enter apprenticeships in high-demand trades. Students need someone to believe in them and show them the way. We need to continue and grow the Career and Technical Education (CTE) already started at Sabin-Schellenberg. Funding provided from through federal COVID relief must be spent wisely and could be used to expand CTE.
Parents are an integral part of educating students. Before COVID parents made sure their students were rested, fed, and got to school in the morning. Parents helped with homework and talked with their child about their day. During COVID parents became teachers, facilitators, and handled the logistics of almost everything. Parents became teachers or teacher assistants. Parents now have the clearest insight to the classroom they have ever had. They learned about what teachers do and teachers learned to depend on parents. We need to utilize this new understanding and these new channels of communication to foster student progress through increased parent teacher collaboration.
Public-Private Partnerships are the next step in preparing our students to succeed. The sheer scale of the challenge to improve the quality of education justifies the need to collaborate.

There are four key characteristics to a successful program:

1. Public and private institutions that work together for a specific purpose where all partners agree on the objective, even though they may have different interests within that objective

2. Each partner invests according to its capability (whether capital, expertise, etc.)

3. All partners are equal

4. All partners share responsibility for the outcome

Public-Private Partnerships can help the North Clackamas School District face challenges in financing, implementing, and maintaining quality education services.
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