Amy W. Kerber: 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: ElginWebsite: Candidate did not respond.Office sought: Elgin Area Unit D46Age: 40Family: Married 3 childrenOccupation: Part-time Medical RecordsEducation: Bachelors Elementary Education Ball State UniversityMasters Curriculum and Instruction Concordia UniversityCivic involvement: U-46 Citizens Advisory Council 2002-2007Highland Elementary PTO President 2003-2005Elgin Parent Co-op Preschool President 2004United Way Safe and Vibrant Neighborhoods Impact Council 2006-2008Elected offices held: U-46 Board of EducationHave you ever been arrested for or convicted of a crime? If yes, please explain: NoCandidate's Key Issues Key Issue 1 Student achievement is the top issue. U-46 has made gains but still has hard work ahead. The district#146;s new public accountability plan, Destination 2015, establishes ambitious goals for student achievement. In order for U-46 to make significant movement toward those goals, the district needs to raise expectations for all of our students. This won#146;t be an easy journey. It will require changes in thinking and doing. In this reform era, there will be many innovations to consider. U-46 will have to carefully choose which ones will yield the best outcomes for our students.Key Issue 2 Engagement is critical to the district#146;s success. U-46 continues to struggle with reputation and morale. It#146;s important that the community take pride in our school system and that both students and staff feel positive about their experiences here. The more effectively the district engages all of its stakeholders in a shared vision, the better our outcomes. It takes invested staff, parents, and community members to help our students be ready to compete and participate in the quickly changing global economy. It won#146;t happen by accident. Engagement must be deliberate and meaningful.Key Issue 3 Fiscal responsibility is the issue that impacts all major district decision making and planning. I am hopeful that we are emerging from the worst of the financial crisis, but the district must proceed with caution. U-46 needs to continue to look for stable and predictable revenue sources. Working with our state legislators to insure adequate and equitable funding needs to be an ongoing process. The district needs to continue to use data to monitor the effectiveness of programs and practices so that we are getting the best returns on our investments. Questions Answers What prompted you to run for U-46 school board? If you're a newcomer, how will you make a difference? If you're an incumbent, how have you made a difference?When I first ran for office four years ago, I ran with the goal of asking thoughtful questions, representing the parent voice and seeking perspectives and feedback outside the board room. I think I have stayed true to those values. When school resumes next fall, my three children will range from kindergarten to high school. My family lives the day-to-day realities of every level of the district. Bringing the parent perspective to the board has added value. My visibility and accessibility as a parent have given me opportunities to be an ambassador for U-46. I am able to help further other parents knowledge of the district and gain an awareness of common questions and concerns. Over time, I have built relationships with people in a variety of constituencies. I continue to seek them out to weigh differing viewpoints. I believe that in the past few years, the collective board has shown a greater commitment to questioning. I#146;m encouraged by the direction we are heading. There is a bold agenda for student achievement. I believe in the potential of U-46. Both nationally and locally, public education faces serious challenges yet there#146;s incredible opportunity. I#146;m running for reelection because I believe I can be a constructive voice as the district considers what changes and innovations are best for our students moving forward. With many area high school graduates having to take remedial classes before they can take college-level coursework, what can U-46 do to better prepare students for college?College readiness has emerged as a priority issue in U-46. There#146;s no argument that we need to do a better job preparing our students. Colleges and universities are the best resource for determining what skills and knowledge students need to bring with them in order to be successful. We need to build relationships with higher education, and we have already begun. The district currently participates in ECC#146;S College Readiness Alliance which regularly brings together educators from multiple school districts to work on this topic. One recurring theme is that not only do colleges expect a high level of academic aptitude, they also expect a skillset that includes critical thinking, problem solving, and collaboration. The district needs to make sure that the K-12 curriculum develops those qualities in our students. Systemically, U-46 also needs to raise expectations but that alone is not a solution. Too many students are languishing in environments that don#146;t ask enough of them yet our traditional comprehensive high school structure just doesn#146;t work for many kids. Our past and present students are an untapped resource for improving high school outcomes. The ones that have already moved on can tell us a lot about how their U-46 experience served them in college and the workplace, and our current students can tell us a lot about what is and isn#146;t working for them. Their input is essential. Are you committed to eliminating U-46's operating deficit? The administration has set a goal of erasing it by the 2014-15 school year. Is that too aggressive or not enough? What areas would you target for reduction? Is anything off limits?Eliminating the structural deficit is high priority. I believe that the current 2014-2015 goal is appropriately aggressive. I also understand the realities of the economic climate and that revenue continues to be unpredictable. Unknown factors can force readjustments. U-46 needs to seek sustainable and predictable sources of revenue and continue to lobby the state to meet its funding obligations. It#146;s important to keep in mind that much of the deficit is a result of declining revenue and unpaid bills and not an increase in expenditures. The district needs to hold the line on expenditures and continue to mindfully allocate resources. Reductions are always painful and as difficult and emotional as those debates are, we#146;re obligated to consider everything. When looking for target areas, it#146;s important to attempt to fairly distribute reductions to avoid decimating any one program or department. The current board values a well-rounded educational experience. Despite the deep cuts made in the past 2 years, U-46 still maintains rich and varied offerings for students. That should remain the goal. With all union contracts up this year, how should the district approach negotiations? In light of the continuing deficit and state funding issues, do you support a salary freeze? If not, do you support contracts that tie increases to inflation?Contract talks are never easy, however this is going to be a particularly challenging climate for negotiations. The financial state of the district is going be the major factor for all labor groups. In addition, the national debate around education reform will undoubtedly create some additional pressure for the ETA talks. As much as there may be the temptation to pursue broad, sweeping changes, the district should thoughtfully prioritize interests and recognize the amount of stress that is currently in the system. In terms of salary freezes, the district already has employee groups that have agreed to freezes, some for more than one year already. Even though it would help address the deficit in the short-term and potentially prevent further reductions, the reality is that freezes are not a long-term solution. At some point, it starts to be an issue of valuing people. The district risks losing the capacity to retain and attract great employees. Therefore tying salary increases to inflation can be a sensible strategy. This has been district practice in the past, and it#146;s a fiscally responsible way to support salaries as the economy allows. While the district has not yet had to borrow to meet payroll, it has struggled with cash flow in recent months. What should the district do to manage cash flow so it will not have to rely on tax anticipation warrants? Should it restructure existing debt?U-46 has gone through the preparation process to issue tax anticipation warrants in the event they are needed. U-46 hasn#146;t yet had to rely on that solution, and I don#146;t believe we will. Many districts across the state have found themselves in that frustrating position. The warrants essentially amount to paying interest on money the state owes the district. As our budget expenditures increased, our working cash fund did not grow in relation. To provide some relief in this area, the district is currently in the process of issuing bonds to boost the working cash fund. This is a less costly option than tax anticipation warrants and will give the district what it needs to pay bills even as the state continues to fall behind in payments. A portion of that bond sale will also be used to pay off other upcoming bonds as a method of retructuring payments further into the future. School systems must comply with strict and complex finance regulations. The board holds the financial department accountable for compliance, monitoring interest rates and maintaining the district#146;s standing so that our bond ratings will allow us to borrow money at the best possible rates. Even through the worst of the crisis, the district has been able to maintain good standing.