Chris Curtis: 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: LincolnshireWebsite: Candidate did not respond.Office sought: Lincolnshire-Prairie View D103Age: 38Family: Married, two childrenOccupation: Finance ExecutiveEducation: BBA Accounting Finance - University of Michigan, 1994MBA Finance Entrepreneurship - University of Chicago, 1999Civic involvement: Village Treasurer, Village of Lincolnshire since 2001Elected offices held: School Board, Lincolnshire-Prairie View School District 103, 2007-presentHave you ever been arrested for or convicted of a crime? If yes, please explain: NoCandidate's Key Issues Key Issue 1 Executing on Vision 2015Key Issue 2 Renewing teachers' union contractKey Issue 3 District leadership succession planningQuestions 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?The district is doing a good job, although we need to continue to be ""leaders in learning"" and implement Vision 2015 which should even better prepare our students to thrive in the future.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?Without careful planning, expenditures in a school district can very easily outpace revenues over time, and that is not a sustainable model. As a result, the district must consistently find ways to do more with less, enabling the district to invest in people, programs and facilities that help us deliver the best education for our students. From time to time it may be necessary to seek a tax increase, but it should not be a default solution for financial problems.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.It all depends on how one incorporates that experience in their role as a board member. If it provides additional perspective, it's valuable; if it creates bias, it's not. I am not a teacher. If unions believe I am serving the district well as a board member, I am happy to have their support.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?We want to remain a district that attracts and retains high quality teachers and other staff, so that we can continue to provide an excellent education for our students. We must remain competitive on wages and benefits yet ensure the long-term financial health of the district.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?I would not support an increase to help boost pension benefits. Such actions have contributed to the state pension system being so broken and underfunded today. Pay increases should be reasonable, merit- or performance-based, and within the financial means of the district providing them.