Erica Nelson: Candidate Profile

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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:BioQA Bio City: WheatonWebsite: http://nelsondevelopment.wix.com/ericanelson4d41boeOffice sought: Glen Ellyn District 41 School Board Age: 55Family: Barry Nelson, husband (25 years); Corinne Nelson, daughter, Senior at St. Mary's College in Notre Dame, IN, Education major, Spanish/ESL minor; Carl Nelson, Jr. Glenbard West H.S.Occupation: Faculty, Lake Forest Graduate School of Management, Corporate Learning SolutionsEducation: BA, Journalism/English, UMASS Amherst, MA MA, Higher Education Administration UCONN, Storrs, CTCivic involvement: -District 41 BOE 2007-2011,Secretary 2011-2015,President 2011-2013 District Committees: Policy Committee, Member/Chair Supplemental Pay Committee Continuous Improvement Team Team 21 Collective Bargaining Teams, -Teachers Contract -AFSCME -Member, League of Women Voters Glen Ellyn, Study Committee member on Charter Schools 2011-present -LEND Executive Committee (Legislative Education Network of DuPage County)2014 -Co-sponsor w/Naperville D203 BOE of legislation to modify the IL State Mandates Act to provide timely input on the impact of costs of new education mandates (2014-present) -Co-Chair, D41 PTA Council Community Outreach Committee 2005-present -West Nation, Glenbard West High School, Vice-President, 2014-present -Youth Ministry Support/Religious Education Teacher/Sub, St. Michael Church 1987-presentElected offices held: Glen Ellyn School District 41 Board of Education, 2007-2011 and 2011-2015Questions Answers How satisfied are you that your school district is adequately 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?Highly satisfied. Glen Ellyn District 41 has championed 21st Century Learning principles and practices for the past seven years. The D41 Mission - Ignite Passion, Inspire Excellence, Imagine Possibilities is the framework for forward-thinking educational practices. A District 41 elementary school principal observed that we are educating children for careers and jobs that do not exist today. D41 faculty and staff have taken the lead to educate on all levels - academic, social-emotional learning to adapt to a changing world. Problem-Based Learning (PBL) engages collaborative learning while applying classroom content to a specific issue then present outcomes to a panel for feedback. I have served on several PBL panels and see children apply deep understanding in real-time situations. Content specialization allows teaching a specific subject deeper for learning and application. Teachers report that they spend more time with students encouraging curiosity and critical thinking. Giving children what they need when they need it engages teachers to know their students and adapt their teaching approach in the moment. Our faculty and staff recognize the reality of the changing world of education and are willing to test themselves to be their best FOR their students. It's not an easy path and has required long days, trying new approaches and trusting their ability to adapt their own attitudes. "Learning happens in the struggle", (How Children Succeed). Our students need us to go beyond our comfort zone to help them reach beyond theirs.What budgetary issues will your district have to confront during the next four years and what measures do you support to address them? If you believe cuts are necessary, be specific about programs and expenses that should be considered for reduction or elimination. On the income side, do you support any tax increases for local schools? Again, be specific.D41 financial scenarios include: 1. Senate Bill 16 projected a reduction of $1.9 million over four years. Bill is being reviewed and expect some version of education funding reform; 2. Teacher pension reform, shifts costs to local districts, projected initially at 1% annually with a total of 6% after the sixth year of reform; 3. Charter School growth projects a loss of state support of approx. $11,900.00 per student; 4. CASE (Cooperative Association for Special Education) services may lose part of state funding increasing costs to D41 for students served by CASE. Considerations: 1. On-going capital projects in the Age Obsolescence 20-year plan. Prioritize projects according to greatest need/safety; 2. Continue managing personnel benefits through EBC Cooperative - In FY 2013-14 health benefits saw a decrease of .67% and 1% in our HMO and PPO; 3. In 2014 D41 self-funded $15 million in additions to our elementary schools to begin the process of removing mobile classrooms. Space constraints for all five buildings require a comprehensive plan, which his currently being vetted. This plan will require a referendum. If budget reductions are required: 1. Reprioritize capital projects, space them over a longer period of time; 2. Position control to assess staffing across the district; 3. Bring the appropriate Special Education students back to D41 to educate in-district and reduce tuition payments to outsource partners. Revenue increases: A tuition-based full-day kindergarten and /or Pre-K program. Tax increases: A 1% across the state sales tax has been discussed with revenue to education.Are you currently employed by or retired from a school district, if so, which one? Is any member of your direct family - spouse, child or child-in-law - employed by the school district where you are seeking a school board seat?No.As contract talks come up with various school employee groups -- teachers, support staff, etc. -- what posture should the school board take? Do you believe the district should ask for concessions from its employees, expect employee costs to stay about the same as they are now or provide increases in pay or benefits?A collaborative, interest-based posture that respects the needs and interests of all parties. District 41's teacher contract is in place until 2016. Collective bargaining would begin in the latter part of 2015. Negotiations for the current contract made significant changes to the salary schedule using a funding formula conditional to the teacher receiving a proficient or excellent rating on the performance evaluation that the Illinois legislature passed. This changed the traditional "step and lane" increase and aligns a salary increase with the teacher performance rating system in 2015-16. D41 has been approached by other districts to review our agreement and how it was developed. Interest-based negotiation presumes that both parties will discuss budget realities that drive decision-making on salary and benefits. An important aspect of the contract is the retention of highly qualified teachers and staff, which is key to a high performing district and to maintain high property values for the community. Decisions on a salary or benefit increase must take into account the surrounding market and the goals that we have for our teachers.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?District 41 has a performance-based contract with administrators and with the superintendent. The goals are based on the District's Long Range Plan specific to achieving those objectives. Providing pay increases to increase pension benefits is not a sustainable practice. A performance based contract focuses all parties on the most critical goals for the year or years of the contract. District 41 has set high standards for the administrative team, expecting strong leadership and a "whatever it takes" attitude. A performance-based contract removes the issue of bumping pay and appropriately puts the focus on accountability to achieve quantifiable goals.What other issues, if any, are important to you as a candidate for this office?1.Hire and retain highly qualified teachers - D41 is a well-respected district known for forward-thinking approaches to education and providing the appropriate resources to attract and retain teachers. The key factor in closing the achievement gap is the educator in the classroom and their ability to adapt and teach in a dynamic environment. It is critical to support our teachers and their professional development. 2.Increase awareness of our school district and its accomplishments from community members who no longer have students in the schools or did not attend District 41 schools to engage their ideas and experiences. 3.Continue community engagement opportunities for parents and community members, specifically for our Spanish-speaking parents to increase their participation at schools.Please name one current leader who most inspires you.German Chancellor Angela Merkel. She is focused, professional and controlled in her responses.What's the biggest lesson you learned at home growing up?Read anything that you can get your hands on. Read the newspaper/ listen to news and learn to make connections.If life gave you one do-over, what would you spend it on?I would have spent more time with my grandfather to understand and appreciate his resilience as an immigrant from Portugal to the US.What was your favorite subject in school and how did it help you in later life?Social Studies/understanding people and cultures supports my work with global business partners and in my volunteer work with different personalities and interests.If you could give your children only one piece of advice, what would it be?I gave them this advice as 5 year-olds when they started school: Find you voice. Talk with your teachers and learn to be confident.