Michelle Comitor: 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: Vernon HillsWebsite: Candidate did not respond.Office sought: Hawthorn Elementary D73Age: Candidate did not respond.Family: Married -Scott, 2 daughters: Jordyn 15 and Daniell 12Occupation: TeacherEducation: Bachelor of Science in EducationMasters in Gifted EducationMasters in Educational LeadershipCivic involvement: On the Cougar Athletic Booster Club fundraising committeeSchool Board member 2007-presentElected offices held: Currently School board member for Hawthorn District 73Have you ever been arrested for or convicted of a crime? If yes, please explain: NoCandidate's Key Issues Key Issue 1 My motivation for running for the District 73 School Board is not fueled by issues that I feel need to be addressed. As was the case four years ago, my motivation for running for a seat on the Hawthorn School Board is guided by my desire to help ensure that Hawthorn District 73 students receive the highest quality education.Key Issue 2 Candidate did not respond.Key Issue 3 Candidate did not respond.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?In talking with friends, community members, and my own experiences with my children in the school district, I am very satisfied with how the school district is preparing students for the next stages in their lives. Through strategic planning, the district sets goals to ensure student achievement through its curriculum, culture, equity, human resources, and finances. District 73 collaborates with the high school on a regular basis to ensure that students enter freshman year prepared. Change is an inevitable ongoing process. Hawthorn School District 73 needs to maintain their focused path of continuous improvement so that change is not seen as dramatic, but seamless and progressive.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?I am not supportive of tax increases. Fortunately, Hawthorn School District has been fiscally wise over the past decade. Every year the district updates financial projections that take the district five years forward. This allows the district to be financially proactive. The main budget issue that District 73, and districts similar to ours, has been confronted with the past couple of years has been a low CPI (Consumer Price Index). The CPI directly affects the revenue available to operate a school system. As a result of the low CPI, the district has not had the revenues available as in the past. Having anticipated this scenario through financial projections, the district has been proactive in addressing the reduction in revenue by participating in more financially conservative methods like zero based budgeting. As a result of the district#146;s conservative, proactive approach to fiancés, the district has been able to trim its budget without impacting the effects on student achievement. This is an ongoing process.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.Effective school systems are a collaborative environment that work in partnership with all stakeholders especially, but not in any way limited to, experience from teachers and support from unions. Hawthorn School District 73 has a strong collaborative partnership between the school board, staff, administration, and union. While this is not typical in many school districts, Hawthorn is lucky to have such a strong positive relationship with these various groups.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?As a member of the current school board, last year we successfully negotiated a five year teacher contract that went into effect this school year. It was a cooperative and collaborative effort between the union, the superintendent and the school board. Without cooperation, collaboration and understanding by all parties, such success is not possible. No district ever wants to reach a point where concessions are necessary or pay increases are not feasible. The financial terms of a contract are directly dependent on the financial stability of the school district and the economy. If school districts and school boards are doing their due diligence when it comes to district finances, concessions are not necessary. District 73 is a financially savvy district that has spent years working to ensure that contracts are responsible and fair to all stakeholders.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 do not support a substantial increase in pay for an administrator or superintendent nearing retirement. I believe it to be morally and ethically wrong. I have been elected to represent the community. Part of that representation lies in being fiscally responsible. I do not find it to be responsible to use taxpayer#146;s dollars to enhance an administrator#146;s retirement opportunities. Taxpayer#146;s dollars should be spent on enhancing student achievement. In addition, substantially increasing administrators#146; or teachers#146; salaries as they near retirement goes against the regulations set forth years ago by the TRS (Teacher Retirement Systems). This regulation only allows for a maximum of a 6% increase in teachers#146; and administrators#146; salaries in the final four years of service.