Eileen Maloney: 2025 candidate for Lake Zurich Unit District 95 board

Bio

Office sought: Lake Zurich Unit District 95 board (Vote for 4)

City: Lake Zurich

Age: 60

Occupation: Lawyer

Previous offices held: Lake Zurich Unit District 95 board member since 2013

Why are you running for this office? Is there a particular issue that motivates you?

I want to continue the extraordinary success the district has scene in the past several years. Under the leadership of our board, we have achieved incredible accomplishments.

We are proudly home to two Blue Ribbon Schools. We have been honored with the prestigious Green Ribbon Award for sustainability — one of only 10 schools in the nation to receive this distinction. We have consistently been rated AAA by Standard & Poor's — a testament to our financial strength and we have one of the lowest tax rates in Lake County.

I completely embrace the concept of servant leader, and I want to continue the district's momentous accomplishments while being an excellent steward of the taxpayer's money.

I am a very experienced member of the board (on several committees) and have worked very hard to become the best board member that I can be. I am a strong proponent of continuing education and have achieved the status of master/distinguished board member in 2018 and maintained that status ever since.

What is the role of the school board in setting and monitoring the curriculum?

The school board primarily governs through our policy and our policy provides that the school board approves the curriculum, textbooks and educational services. There is also a policy allowing the board to set up committees to assist with board governance.

We have established a teaching and learning committee. The purpose of the committee is to focus on the continuous improvement of the educational programs offered throughout the district.

The committee consists of members of the board, teachers and administrative personnel. The committee discusses matters regarding teaching and learning, curriculum, assessment and other instructional practices.

The board also needs to monitor school improvement efforts. The principals share their progress yearly at board meetings. This analysis is completed through reports related to our achievement of all student groups/levels/grades and as compared to other districts. District 95 is the proud recipient of two Blue Ribbons.

Are there curriculum issues within the district that you feel need particular attention from the board?

The board has established the teaching and learning committee and it is focused on the continuous improvement of the educational programs offered throughout the district. The committee consists of members of the board, teachers and administrative personnel. The committee discusses matters regarding teaching and learning, curriculum, assessment and other instructional practices.

Additionally this committee reviews the efforts related to school improvement and associated data related to student achievement. The board gets updates from this committee after each time it meets, so the board is very informed as to all concerns coming out of the committee. Each of our schools were given either exemplary or commendable summative designations by the Illinois State Board of Education. Our teachers have worked tirelessly on each school's school improvement plan.

But having said that, there is always room for improvement and I think we would all like to see math scores continue to improve.

How do you view your role in confronting policy or curriculum controversies: provide leadership even if unpopular, give a voice to constituents — even ones with whom you disagree, or defer to state authorities?

In confronting any controversy, our vision, mission and values drive how we conduct ourselves and how we expect the public to act.

Board policy dictates much of what we as a board can do to address most controversies including those regarding curriculum. There are several board policies that expressly address dealing with issues with respect to curriculum controversies including “6:260 Complaints About Curriculum, Instructional Materials and Programs.”

Certainly, our role is to provide leadership even if it is unpopular. During COVID, there were many decisions that needed to be made where we had a very divided public. I was committed to finding the greatest good for the district and to best serve the needs of our students, so that we could fulfill our mission to empower every learner to achieve personal excellence.

Our district is committed to giving all of our stakeholders a voice at the table and we have student, staff. parent, and community involvement in all of our initiatives.

Describe your experience working in a group setting to determine policy. What is your style in such a setting to reach an agreement and manage school district policy? Explain how you think that will be effective in producing effective actions and decisions for your school board.

Our board has been very effective in addressing policy matters. We have a very effective policy committee where the issues are first vetted and come back to the board for first read.

At this point where there are concerns or controversies each board member is given ample opportunity to address there individual concerns and given an opportunity to advocate for change or other considerations. We do not always agree out of the gate, but we have always come to a consensus eventually.

A core value of the district is respect, and all of the board members treat each other with respect despite having differing viewpoints on occasion. All decisions are made with a “what is best for the district mindset” and that coupled with the inherent respect we have for one another, brings us to good decisions.

What is your assessment of the school district's diversity and equity efforts? Do you support the continuation or enhancement of such programs, of would you rather see them diminished. Please explain your reasoning.

Our mission and our values are not going away. The district prioritizes connectedness to align closely with its core equity value, aiming to ensure that all students are supported, engaged, and prepared for future success. Key initiatives align with the “Portrait of a Graduate,” including:

— Effective Communication & Global Citizenship: expanding student engagement, SEL integration, and training to strengthen inclusive, empathic interactions.

— Advocacy and Future Readiness: Enhancing student support services, refining bias response training.

— Growth-Oriented Mindset: Promoting connectedness through meaningful learning experiences, positive school climate initiatives.

Additionally, ongoing recruitment efforts prioritize a diverse workforce to reflect and support the broader learning community. By strengthening partnerships and growing student supports, the district is steadfast in its mission to empower every learner to achieve personal excellence in an inclusive learning environment.

What makes you the best candidate for the job?

Ever since joining the board, I have been very focused on learning how I can be the best possible board member. I have taken continuing education every year and have achieved the status of master/distinguished board member in 2018 and maintained it ever since.

I serve several key roles on the board including chairperson of the facilities and business operations committee and the teacher’s contract negotiating team.

Our board is excelling masterfully in these areas. District 95 has two blue ribbon schools, and we were honored with the prestigious green ribbon award for sustainability. I am very mindful of my role as a fiduciary to the taxpayers.

District 95 has consistently received a AAA bond rating from Standard & Poor’s, a testament to our financial strength. We have one of the lowest tax rates in Lake County, keeping our schools thriving while remaining fiscally responsible. I have been an important part of our very high functioning board with a proven record of outstanding results.

What’s one good idea you have to better your district that no one is talking about yet?

One element of our strategy is to explore and identify options for expanding nontraditional learning schedules and educational experiences. I have spoken about meeting students where they are and thinking outside of the box.

Nontraditional learning schedules can contemplate offering certain classes or enhancements in evening hours or very early before school. This could be another way to support students in some of our most difficult subjects i.e. math.

Before moving forward, it would be valuable to conduct surveys of students, families and staff to assess both the level of need and potential participations in such programs (like we do with most of our initiatives).

This data would help determine whether offering these additional services would be beneficial and feasible. If the survey results indicate interest, one possibility could be extending math courses or other key subjects in the evening with certified instructors.