Anthony M. Pirih: Candidate Profile

Note: Answers provided have not been edited for grammar, misspellings or typos. In some instances, candidate claims that could not be immediately verified have been omitted. Jump to:BioKey IssuesQA Bio City: Green OaksWebsite: Candidate did not respond.Office sought: Oak Grove Elementary D68Age: 53Family: Married, 4 childrenOccupation: Independent Technology ConsultantEducation: Bachelor of Science Electrical Engineering 1979 University of Illinois Champaign UrbanaMasters of Science Electrical Engineering 1986Illinois Institute of Technology (IIT West)Civic involvement: Past Board Member - United Way of Lake CountyElected offices held: Candidate did not respond.Have you ever been arrested for or convicted of a crime? If yes, please explain: N/ACandidate's Key Issues Key Issue 1 How does the Board and District maximize the value and contributions of resources available to the School District to continue to provide our children the very best learning environment possible. Resources include volunteer time, talent, and financial contributions.Key Issue 2 How does the Board and District navigate investment decisions during these very challenging economic times?Key Issue 3 How does the Board and Administration develop plans to create the environment in our school that encourages our best and brightest teachers to stay at Oak Grove School? The school environment also attracts the best and brightest new talent.Questions Answers How satisfied are you that your district is preparing students for the next stage in their lives, whether it be from elementary into high school or high school into college or full-time employment? What changes, if any, do you think need to be made?I believe the educational resources available to families living in School Districts 68 70 are very good. My basic nature, however, is to never be satisfied with the status quo. There are always new ideas and best practices available that should be regularly reviewed by the administration and Board and improvement plans applied to the curriculum as appropriate.What budget issues will the district have to confront? What measures do you support to address them? If cuts are needed, be specific about programs and expenses that should be reduced or eliminated. Do you support any tax increases for local schools?The District is currently facing a projected declining enrollment. This fact requires a review of staffing levels and reductions made as required. In addition, there are operational efficiencies that can be realized to help deal with budget challenges. If after all budget reductions and savings opportunities have been exhausted and there is still a funding gap, then a justification and case needs to be made to the District at large for a potential increase.Is experience as a teacher or support from a union valuable because it suggests educational insights or detrimental because it creates pro-teacher bias? Please clarify whether you have such experience or would accept union support.I have never participated in a Union environment during my professional career and therefore have no personal experience. My professional experience and success in the Telecommunications Industry has always been based on pay for performance, that employment was never guaranteed, and that benefits were commensurate on results. That said, teachers unions are an integral part of our current system, and as such, must have an equal place at the table during any negotiations.As contract talks come up with various employee groups, what posture should the board take? Do you believe the district should ask for concessions, expect employee costs to stay about the same as they are now or provide increases in pay or benefits?My first response to this question is that the Board should not go into a negotiation with a 'posture' or prejudice. Negotiations should be based on the facts and the facts should include benchmarking data of benefit packages for our teachers in like districts along with a performance review of our District relative to our peer group. An honest review of these facts should be the basis for determining the direction for future benefit adjustments.If your district had a superintendent or other administrator nearing retirement, would you support a substantial increase in his or her pay to help boost pension benefits? Why or why not?This practice by public employees of 'gaming' the system is being reported more often across the country and I think this practice is unconscionable. I would not support this behavior and would look to put in measures to prevent this from occurring in the future or at a minimum, highlight this activity to our District at large.