Questions Asked
First Question:
My Top 3 Priorities as a School Board Candidate for the Courtland District are:
· Providing for 21st century instructional needs so that our students have necessary skills for career or college readiness
· Establishing a long-range strategic plan to develop career pathways so that all high school students have a career plan and
· Developing a strategic long-range financial plan to accomplish these goals.
Each of these areas has a direct bearing on the instructional learning environment. Staffing with appropriate compensation/benefits to attract and retain, professional development and community involvement are the keys to fulfill our mission – “Together we prepare our students for their future”.
Email address – meyer4schoolboardcourtlandrep@gmail.com
Website – htps://sites.google.com/site/Meyer4SchoolBoard
Facebook – James Meyer https://www.sites.google.com/site/meyer4schoolboard
Home phone – 540-786-3968
Second Question: What specific SCPS School Board policies addresses my top three priorities?
As background information, the School Board contracts with the Virginia School Boards Association to assure that Spotsylvania County School Board policies are aligned with the latest General Assembly actions and the Code of Virginia. Upon taking office, School Board members take an oath to adhere to the Code of Virginia and uphold School Board policies. Hence, there is not much room to deviate from VSBA policies. VSBA policies are reviewed and updated regularly to conform to General Assembly actions. It is the primary role of the School Board to review and update School Board policies. In order to implement Board policy, the superintendent writes regulations which are administrative in nature and are edited regularly.
To fulfill my top 3 priorities as a School Board Candidate for the Courtland District, I will urge my fellow colleagues to approve a revised School Board Comprehensive Six-Year Plan, long-range instructional plan which is revised and updated every two years according to Policy AF. This policy addresses my top three priorities and reinforces through the budget process how the school division can provide funds for 21st century instructional needs so that each of our student has a career plan and the necessary skills for career and college readiness.
In working with my fellow board members and the county supervisors, I will continue to work toward having a strategic long-range financial plan so that our budget priorities can be achieved.
In addition, even though not policy, I am in favor of posting our comprehensive long-range plan goals and objectives on BoardDocs so that there is greater transparency for our patrons how School Board actions approved during a Board meeting implement the goals and objectives of the comprehensive plan.
I am also is favor of articulating Board norms. Board norms spell out the roles of Chair, Vice-Chair, other members, duties, responsibilities, communications, confidential and sensitive information, meeting protocols, agenda preparation, in essence, how a school board functions. It is anticipated that by articulating Board norms a new board member will have a better understanding of what is expected when becoming a School Board member. Some of these norms are outlined in various regulations and By-laws, but I think that there will be greater transparency by consolidating them into Board Norms which the Board can review and approve each year when the Board organizes itself during its first meeting in January each year.
Third Question: SCPS teachers must compete with other districts for talent. On top of that, fewer people are entering and staying in the teaching profession. What are your thoughts on teacher recruitment and retention?
It is widely acknowledged that there is a teacher shortage nationwide, so Virginia and Spotsylvania are no exceptions. Spotsylvania competes with neighboring school divisions as well as those North and South in neighboring states. HR staff recruit from many universities to attract and fill staffing needs with as much diversity as possible. To offer a competitive compensation package, the salary scale and benefits must be attractive at the beginning level as well as at the upper end in order to retain current staff. Health insurance options play a key role in attracting and retaining staff. The school board each year has tried within budget constraints to improve offerings in health insurance. However, the School Board has no option other than pay the rates for VRS and Group Life Insurance as determined by the General Assembly. Even though the state contributes for partial payments according to the composite index, the school division relies on the county to fund their share of the composite index.
What constrains the school board is the available funding at the federal, state and local level. I have advocated at the federal level in meetings with our senators and congressman and congresswomen this last year for increased federal funding for special education. Federal funding for special education needs was last authorized in 2014 and has not been re-authorized since, remaining at 12% to 13% when it was originally promised to be 40%. If the federal government would honor its commitment, there would be significant relief at the local level because each locality is required to finance the needs of special education students. The special education population continues to increase each year but the funding level remains constant. Hence the burden to find teachers increases each year and there is a tug-of-war for the dollars to meet the needs of students and staffing with competitive salaries.
There is more talk this year at the state level for increased funding for education but we have not yet arrived at the funding level seen in 2009. The state removed its funding for support staff and has not reinstated that level of funding, placing even more of the burden on the locality. Even our teacher salaries are not competitive with the national average.
At the local level, last year the school board wanted to provide a 5% increase but had to reduce to a 4% increase because of funding gap. While Spotsylvania County is funding education with some increase in funds each year, the level of funding is not sufficient to meet the needs. In staffing alone, the division identified the need for 149 positions, but only had funding for 49 and a 4% increase in salary. The county affirms that its education budget is 62% of the overall county budget. This figure represents what the county appropriates; not what the county funds. The county is required to appropriate all federal, state, grants, food service and local funds which accounts for the 62% figure. What the county provides in local funds garnered by tax revenue and transferred to the school division is closer to 49%; approximately 10 years ago that figure was closer to 60%. Each year the transfer of local tax funds to the schools has decreased even though the county’s appropriation to the schools with federal, state and food service funds is stated to be 62%. I bring up this subject because I believe that as a school board member the county and school personnel should establish a strategic long-range financial funding plan for education. I identified this as my 3rd priority in question #1 and I will advocate as an elected school board member for the Courtland District.
Question #4: How to attract and retain qualified support staff, including paras and bus drivers
Support staff are the necessary backbone for a school division to function every day. Support staff includes bus drivers and transportation staff, fleet service mechanics, school and central office clerical staff, maintenance technicians, payroll, accounts payable, finance personnel, food service staff, technology staff and paraeducators. About half of the school division workforce is made up of support personnel; the other half is professional administrative and teaching staff.
Being able to offer a competitive salary and benefits package is crucial to maintain and retain staff. Spotsylvania County Schools competes every day with neighboring school divisions and the private sector to attract and retain support personnel. Most recently a study was completed by Evergreen showing that increased funding is necessary to address the compensation needs (salary and benefits) of support staff. This funding must be provided at the local and state level each year.
As a school board member for the Courtland District it is my responsibility to advocate for better funding during budget times so that the support staff can be the backbone for the instructional programs in the schools.
If there are any questions about my campaign, please review my website at Meyer4SchoolBoard or by email at meyer4schoolboardcourtlandrep@gmail.com.