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Click on the following links to jump that Issue:
-Representing the Cherry Hill Community
-Maximizing the Utilization of Technology
-Promoting Fiscal Responsibility
-Dedicated to Implementing a Rational and Effective Capital Improvement Program
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CANDIDATES ON THE ISSUES:
MZ:
Initiate programs for increased community involvement, create community empowerment not tax hikes.
70% of Cherry Hill residents don’t have kids 18 and under (Census 2010). I believe by creation of programs that encourage all residents to participate in school activities will empower everyone in our community. Such programs don’t have to add more cost if they are designed as volunteer based. I moved to Cherry Hill 15 years go for the reputation of its excellent public schools. Great community is built around great schools by encaging residents who are willing to put in their love of Cherry Hill and keep their hopes up for great students.
VB:
Investigation and subsequent creation of active support structure to help and orient various non-profits and private individuals in the pursuit of influencing State and Federal entities to provide our School District with Fair and Appropriate Financial Aid.
Numerous studies and comparisons make it painfully clear that Cherry Hill School District is not getting its fair share of State and Federal financial aid. While one might hear many reasons from current BOE and administration why it is so (ex. Q&A session on BOE meeting 3/29/11), this situation should and must change. To undertake this change, however, is not easy or trivial. For starters, only non-profits or individual taxpayers can appeal directly to State (BOE can not, as it is considered a part of State Structure). Still, considering importance of this to our district, our taxpayers, and ultimately kids, I believe Board of Education can and should play a more active role in this endeavor. For example, BOE can undertake a study that reviews the issues and formulas that effect district financial aid, study legal precedents, and equip and energize civic community (non-profits and individuals) to mount a successful challenge to state to improve current situation. I do not believe in maintaining status quo, while majority of state and federal dollars go to other then Cherry Hill localities unchallenged.
AB:
As a member of the Board, I would push for a much greater level of effort towards getting our fair share of State aid. We have been underfunded for over 15 years now, and if we as a Board can’t effectively litigate against the State Department of Education, then we should be assisting out community organizations doing so. There are multiple examples of districts in our area with many fewer students / buildings that get a much larger portion of their budgets from the state. This should not be allowed to continue.
MZ:
To advocate our mission for Cherry Hill to be an international benchmarked school district. Envision today’s Cherry Hill student, tomorrow’s world citizen and leader.
The world is becoming more and more as one village with the fast development in technology. In the past decade we’ve seen the world come to Cherry Hill in the ever changing diversity in our community demographics. Are we up for the challenge to send our students out to become successful world citizens and leaders? I would put more focus on diversity among our teachers and administrators, allocate more alternative resources for non-public textbooks that broaden student knowledge and enrich their mind.
RG:
Another priority is to continue offering the best education the children of Cherry Hill deserve. This can be accomplished by adopting the finest curriculum standards as academic goals for students and assessing district and school personnel needs to ensure high student achievement. When we have a dedicated Board of Education that provides oversight and assumes accountability, we will have inspiring teachers and administrators to provide the best possible education for those hard working students.
MZ:
To increase percentage of total cost per pupil directed to the classroom.
I believe the more resources we put directly onto our students, the better academic results we’ll see. Cherry Hill’s total comparative cost per pupil (2010) is $12,636, vs state average $13, 860. Percentage of total cost per pupil directed to the classroom is 62%.
RG:
Once a thorough and comprehensive overall analysis is performed, each opportunity should be categorized as a direct or indirect impact on the educational process. Priority for implementation should be given to those programs that directly impact our students.
AB:
I also would look to change policy on how certain items are funded. It should be a priority to fund our core educational programs first, and then look to find creative ways to fund those elements which are not educational in nature but are important to maintain. The ability to get funding from outside resources will be critical in the future. I would look to our teachers and administrators to root out any programs that are seen as ineffective or redundant, and eliminate them.
I would make it a priority to ensure that our educators are being permitted as much student facing time as possible. Our teachers currently spend several hours daily on paperwork and administrative tasks. I would endeavor to set policies, and encourage our administration to minimize this situation.
VB:
Aggressive implementation of new breed of electronic textbooks (via Kindle, iPad, Nook, etc..) into school environment:
This program can be partially paid for by the cost savings realized from not purchasing newly-outdated textbooks, and other text material – as most of it can be delivered electronically. Besides realized on-going savings (one device can satisfy all textbook and literature needs in most of the subjects for all 12 years of school!) Parents and kids would benefits form better posture and less expensive chiropractor visits.
AB:
One of my top priorities as a member of the Cherry Hill Board of Education would be, if possible, to review and revise the policy on how we look at our yearly budgeting. Current practice is to look at the current year budget against the coming year's fiscal projections in preparing our yearly budget. I believe that we should be looking at the actual current year expenditures as opposed to revisiting the budget numbers. Cherry Hill taxpayers have seen double digit, multi-million dollar budget increases year over year. This is simply not sustainable, and cannot be justified without a serious look at the actual expenditures. A school district can only be successful when (1) the members of that community can afford to stay and participate in it and (2) the members of the community trust that their money is being spent with great care and consideration That threshold was crossed quite a while ago.
VB:
Actively seek support of local and national business represented by Township Residents:
We are fortunate to live in the township with and excellent school system, dedicated teachers, and involved parents. We are also fortunate in the sense that many of our township residents are somewhat affluent, and have excellent connection to local and national businesses and enterprises. Many of these businesses would be happy to ‘allocate’ portion of their ‘good will’ and ‘worthy causes support’ budgets to local needs, maybe in exchange for name recognition, honorable mentioning, or as Cherry Hill Educational Foundation is currently perusing – naming rights! At the end, the additional funds can help offset many ongoing costs and open opportunity for additional programs and learning opportunities for our children.
MZ:
Working together with all partners inside and outside the district for alternative funding.
With “cuts” being the buzz word since the start of the economic recession, I still believe it’s neither the only way nor the best way to solve our district’s budget issue. Even during economic hardship, most businesses maintain their good will giving, maybe on a smaller scale. To increase revenue, we should be more pro-active when it comes to working with companies in Cherry Hill or outside our community for school funding and support.
RG:
In the course of executing the annual budget development process, the Board of Education must be open to both cost cutting and revenue generating ideas. One method of generating revenue for our school district is to sell advertising rights at all outdoor athletic fields. While I am not suggesting we rename the athletic fields, I feel that the school district should explore the idea of selling advertising to local businesses.
AB:
I believe that the Board should be looking at all means available to cut costs. I would start by looking at all opportunities for sharing services with the other districts in our immediate area.
We should be looking at all means possible to tap into the business community, whether to sponsor athletic, extracurricular, or educational programs. As the economy improves, the opportunity to petition for these types of donations, whether in cash or in kind, will become more readily available. We need to do a much better job of tapping into these resources.
AB:
Lastly, I believe in the idea of “sweat equity.” We encourage our students as part of the curriculum to be active participants in our community, through the donation of their time and physical effort. I think that we as parents and members of the community should be setting an example and leading the way. Many of the “improvement projects” that we currently fund through district funds could be accomplished through the donation of time and materials through the members of our communities. This would better enable us to support and expand educational programs, while allowing us the flexibility to balance the budget, have a robust capital spending plan, and not raise taxes.
VB:
Undertaking in-depth study of the aging physical infrastructure, resulting in a development of multi-year capital plan for addressing this issue.
Our school buildings are older then majority of our homes, creating an unsafe environment for our children. Sporadic repairs addressing immediate problems will not provide a long term solution. We need a multi-year plan that might involve repairs, demolition, reconstruction, temporary leasing, etc… of the facilities. The goal being that modernization of physical plant and facilities need to and must occur in the orderly and planned manner, over number of years, minimizing, as much as possible, additional tax effect on Cherry Hill residents.
MZ:
To investigate thoroughly status of district’s facilities and infrastructure and technology structure, and to create short-term and long-term capital plans for improvements.
I’m a strong believer in implementing technology into teaching and learning in our schools. The key is to find the right proportion when it comes to allocate capital expenditures that best fit our schools’ needs. Oldest building in our school facilities is 55 years, with the youngest building trailing closely at 40 years.
AB:
Another top priority would be to ensure that we are making solid and steady progress into the completion of a clear and concise capital spending plan. This proposal will be need to be completed within the next 12 months, in order to form the plan of action required to start the process of repairing and/or ultimately replacing our aging infrastructure. The majority of our current facilities have reached the end of their useful life. In order to ensure the continued quality of our children’s education, we must provide a safe and conducive learning environment.
As mentioned earlier, we are facing a monumental crisis where it comes to our infrastructure. I believe that there may be some opportunities to go after distressed commercial properties, and convert them into school facilities. This could be done at a much lower cost, than building a new structure from the ground up.
VB:
Improving visibility and bringing true transparency to budget process and operational activities of the Board.
While great improvements have been made in the past few years to provide transparency to the community, majority of detail information is still ‘hidden’ or obscured from visibility by the average taxpayer. In my opinion, since BOE influences spending of public funds, all of it, up to and including detail level should be open and available to general public. Only then Cherry Hill Taxpayers can make truly informed decision and voice their opining based on real fact, and not ‘filtered’ or ‘watered down’ information currently available.
This would be relatively easy to achieve, as all the technology mechanisms are already in place to provide information. Along with numbers, some form of explanation and/or education should be offered. Also, sources are readily available locally and through state almost at no additional cost.
This process needs to be taken from once a year election driven event to a systematic availability of monthly budget, actual and run rate numbers to any and all Cherry Hill Taxpayers in detail for all line items. Only with total visibility and understanding can people of our Township can make truly informed decisions that affect significant portion of their yearly spending and future of our kids.
MZ:
I belive in Making better communication between the Board and the entire Cherry Hill community as a whole.
This includes communication between the Board and residents, parents, community leaders, ethnic groups, etc. Knowing our community’s needs and wants for our District would help us spend our existing resources better. It should also help reflect community’s concerns in District budget.
RG:
If elected, one of my top priorities would be to bring stronger accountability and transparency for all school district outcomes. In accomplishing this objective, the Cherry Hill community and the Board of Education can help in moving the School District forward on the short and long-range goals.
AB:
I believe that we need a much greater level of transparency between the administration and the Board, and from the board to the community. We should challenge our school administration to find ways in which we can prepare our documentation in a more user / community friendly and understandable manner.