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Riverdale School District 51J 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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  • Kevin McPherson
    (N)

  • Candidate picture

    Allison Williams
    (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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Campaign Phone (public) (971) 678-5550
Web Site (leave blank if not applicable) http://www.allisonwilliams.org
Town Where You Live Portland, Oregon
Your Experience/Qualificatons I have extensive volunteer experience within Riverdale School District including: ● Riverdale Foundation: Annual Campaign Acting Co-Chair, Director, Call Captain ● Riverdale School District: Strategic Development Planning Team, Superintendent Interview Team ● Riverdale Grade School PTC Board: President, President Elect, Co-Chair of Communications ● Riverdale Grade School Auction: Co-Chair, Procurement Chair, Co-Chair of Communications
County Multnomah County and Clackamas County
Term Position 5
Riverdale School District must engage in a conversation to identify the best tools available to assess every student’s academic and social-emotional needs and quickly offer needed interventions. Academic specialists must be offered to students lagging academic standards and counseling services must support social-emotional learning. Students who worked ahead in the last year are also entitled to a challenging education. Support of our district’s underutilized TAG program will provide the means by which advanced students can maximize their potential. For students who are academically behind and those who are ahead, collaboration between families and educators to assess correct overall or subject-specific grade placement may be necessary. Educational equity demands we embrace individualized education. We must invest in resources that train and enable teachers to meet the needs of all students in a classroom, particularly those with achievement gaps and SPED/TAG designations.
Riverdale families are our biggest resource. Over the last year, families have asked time and again for opportunities to engage district leadership in meaningful dialogue to and give input on decision-making. Many have experienced frustration at the lack of public, two-way conversation. Our district will only excel when we solicit frequent, public community involvement and show appreciation for diverse viewpoints. I will place top priority on creative thinking, collaborative innovation and an attitude that seeks to utilize the talents and resources of the Riverdale community. Opportunities for parent involvement can be increased by publicly posting open committee positions, scheduling special meetings or setting aside time in regular Board meetings for dialogue with families and installing permanent School Board Advisory Committees, including one designed to elevate the voices of transfer and tuition families, and one focused on fostering excellence at Riverdale High School.
Nearly half of Riverdale students attend our schools as transfer or tuition paying students. Enrollment is down compared to statewide averages and without full-time, in person school by the fall, many students will choose other schools. Our financial stability depends on maintaining adequate enrollment. With an eye toward creative problem solving and fiscal responsibility, we must budget the funds necessary to fully open both schools for in person education and remedy impacted academics and emotional health. Next we must turn our focus to spending that will spark the innovation that will differentiate Riverdale schools as programs of national academic excellence. With community input, we must examine the methods of the best schools in the country and apply those successes to our schools. The Board must work with the community to set goals for the district, budget conservatively to maximize the value of each dollar spent and support administrators in implementing change.
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