Peter Rastrelli: Candidate profile

BIO

Name: Peter Rastrelli

City: Mundelein, IL

Office sought: Mundelein High School District 120 School Board Member

Age: 45

Family: Wife: Candice (kindergarten teacher at Fairhaven School, District 76)

Children: Megan (senior at MHS), Michael (sophomore at MHS), Macson (7th at Fremont), Miller (4th at Fremont)

Occupation: School Psychologist in Private Practice at Psychoeducational Resource Services, Inc. (PRS)

Education: Undergraduate: Bachelor's in Psychology from Creighton University

Graduate: Master's in Education (M.Ed.), Educational Specialist degree (Ed.S.), and Doctorate of Education (Ed.D.) in Educational/School Psychology from National Louis University

Civic involvement: MHS Parent Ambassador, Youth baseball coach

Previous elected offices held: none

Incumbent? If yes, when were you first elected? no

Website: www.peterformhsboard.weebly.com

Facebook:

Twitter:

Issue questions

* What are the most important issues facing your district and how do you intend to address them?

Mundelein High School has distinguished itself as an institution of secondary education that is on the rise and raising the bar. Its cultural diversity, evolving curriculum, state of the art building addition, and dedicated staff place the district in an excellent position for ongoing success, but one where we must continue to find ways to keep the momentum going. MHS will need to continue to put forth efforts to embrace its uniqueness, support the mental health of its students, foster acceptance of all students, and improve its academic programs and the factors that influence them.

* 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?

Education is full of stages and transitions. High school is a time for students not only to be a part of a group and find membership but truly begin to understand themselves and figure out just who they are as individuals. I've seen the efforts to connect our feeder schools to our high school and assist the transition, but there's room for improvement. The same is true with respect to the high school preparing students for the next stage. When our students and their families are able to see the connection and experience the continuity of where they are coming from and where they are going, it offers a better understanding of what's next. We can continue to build those bridges with our future mustangs and work to foster their passions and see just how MHS can be and will be the place to be once they enter those doors on day one. Once they've arrived, we need to continue to make opportunities available and work to reduce barriers that stifle the pursuit of their passions. We must consider the existing opportunities for our students and sincerely look at the existing barriers which diminish a student's opportunity to get involved.

* 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? Be specific.

The MHS administration and the Board of Education have done a very good job developing and maintaining a responsible budget. With proper planning and foresight, I would expect that process to continue.

* 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 I am not, but as I mentioned my wife teaches kindergarten in the Diamond Lake School District.

* 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?

While our students are our priority, we don't get very far without our school employees. The school board needs to take into consideration all factors that influence decisions when it comes to costs and compensate its employees appropriately.

* 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?

We've seen and heard in the news recently how the Calumet School District was taken advantage of by its superintendent as he made plans to exit but first inflate his already exorbitant salary and compensation package, all the while the students and teachers were struggling and of the students in the district, more than 50% of them were from low income families. This should never happen, but it did. School boards serve best when they are informed, and the public is best served when they have access to information. To the extent possible, the board needs to fully understand the financial implications or seek professional and specific guidance on such matters, both in terms of compensation as well as providing transparency and information to the community.