JACKSONVILLE PUBLIC EDUCATION FUND

245 RIVERSIDE AVENUE · SUITE 310 · JACKSONVILLE, FLORIDA 32202 904.356.7757 · FAX 904.394.2005 · WWW.JAXPEF.ORG

 2012  SCHOOL  BOARD  

CANDIDATE  QUESTIONNAIRE    The  Jacksonville  Public  Education  Fund,  Save  Duval  Schools,  Duval  County  PTA,  Jacksonville  Kids  Coalition  and  Jacksonville  Urban  League  are  nonpartisan  organizations.  We  do  not  support  or  endorse  any  specific  candidate.  Our  goal  is  to  educate  the  community  and  promote  increased  participation  in  school  board  elections.    Candidate  responses  to  all  questions  will  be  published  verbatim  on  a  special  web  site  at  www.schoolboard2012.org.  While  candidates  are  strongly  encouraged  to  complete  the  questionnaire  in  its  entirety,  partial  or  non-­‐participation  will  not  prevent  candidates  from  participating  in  subsequent  public  forums  or  other  election-­‐related  events  hosted  by  these  organizations.    The  deadline  for  returning  this  survey  is  July  2,  2012.  No  responses  will  be  accepted  after  this  date  and  all  responses  will  be  published  simultaneously  to  the  web  site  subsequent  to  this  date.  

   

 Candidate  Name:   ____________________________________________________________  

School  Board  District:   __________  

Campaign  Web  Site:   ____________________________________________________________  

 Primary  Campaign  Contact      

Name:   ____________________________________________________________  

E-­‐mail  Address:   ____________________________________________________________  

Phone  Number:   ____________________________________________________________  

     

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Candidate  Biographical  Information    Please  provide  a  short  biographical  summary  of  no  more  than  500  words  that  can  be  used  on  www.schoolboard2012.org  web  site  and  in  other  publications:      

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Instructions    Please  answer  each  of  the  questions  below.  If  you  need  additional  space  or  wish  to  elaborate  on  your  answers  to  one  or  more  questions,  please  feel  free  to  attach  additional  pages  to  this  questionnaire.  Please  make  sure,  however,  to  identify  the  question  to  which  you  are  responding  by  number  so  we  can  correctly  align  your  responses  with  the  proper  question.    You  may  respond  by  email,  fax,  or  postal  mail.    Directions  on  how  to  do  so  are  at  the  end  of  the  survey  document.        Questions    

Overall    

1. If  you  had  to  give  the  Duval  County  Public  Schools  a  grade,  how  would  you  rate  its  current  performance  at  educating    

a. High-­‐performing  students?      

_____   A   _____   B   _____   C   _____   D   _____   F    

b. Average  students?      

_____   A   _____   B   _____   C   _____   D   _____   F    

c. At-­‐risk  students?      

_____   A   _____   B   _____   C   _____   D   _____   F      

2. In  what  respects  do  you  think  Duval  County  Public  Schools  are  doing  well  in  their  mission  to  educate  students  in  Jacksonville?  

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3. In  what  respects  do  you  think  DCPS  needs  to  improve  significantly?  What  specific  changes  do  you  want  to  make  in  school  district  policies  or  programs  to  make  these  improvements?    Jacksonville's Public Schools should prepare each child for college or a career. Currently, 1 in 3 students in Duval County will not graduate on time. Of those who do graduate and enroll at Florida State College at Jacksonville, nearly 60% are not ready for college coursework. They are unprepared. To improve these statistics, DCPS needs to regard each child as an individual with unique learning needs. We need to partner with The Chamber of Commerce and other business organizations to understand the demands of the workforce and build coursework and 21st century learning that prepares students to meet the expectations of employers. We need to work with Florida State College at Jacksonville and other institutions of higher learning to understand the demands of entry-level coursework including the academic, social and emotional expectations. We then need to deploy K-12 coursework that includes character education, critical thinking, analytical skills, cooperative learning and core academics that align with those expectations, along with a data-driven assessment system that provides indicators of student progress. To make these changes, we need bold, visionary leadership that values both internal and external communications and is willing to make significant changes in the best interest of students. We need a strategic plan that sets high goals and lays out tactics to achieve them. We need to measure progress with benchmarks and, when necessary, adjust instruction using relevant data to drive decision-making.  

 Strategic  Plan  

 Duval  County  Public  Schools  has  a  strategic  plan  approved  by  the  school  board  in  2010  that  guides  the  day-­‐to-­‐day  management  and  activities  of  the  superintendent.  A  copy  of  the  strategic  plan  can  be  accessed  at  http://www.duvalschools.org/static/  aboutdcps/superintendent/strategic_plan.asp.  

 For  the  following  questions,  please  cite  the  strategy  number  and  title  (e.g.  Strategy  1.A:    Provide  additional  support  for  all  low  performing  students  in  all  schools).  

 4. On  which  specific  strategy  do  you  see  as  most  critical  for  the  district  staff  to  

focus  in  2013?    All 5 goals are integral to providing a high quality education to each child. However, #3 “Employ the Best Teachers and Principals: Hire, develop, support and retain the best teachers and Principals in the nation” is most critical. The Bridgespan Group, a consulting firm, has been working with members of the Jacksonville community for close to 8 months to develop a plan for private community engagement in the reform of our public schools. Bridgespan has worked with several other large, urban districts and has conducted 6 months of

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research in Duval. Their conclusions were the same as in other cities: human capital makes the difference in the success of education systems’. It is not only important that we have principals and teachers who are high quality, high capacity instructional leaders in their schools. They must be empowered to use their skills and training to the best benefit of their students. Duval County is a large district with suburban, urban, rural and dedicated magnet schools; we need policy that allows principals autonomy and flexibility to address the unique student population in his/her school. Our teachers need the liberty and autonomy to create dynamic, relevant learning environments for their students, to slow down when students need more time to master a concept and to deeply engage in material that piques students’ interest while building skill sets through content that is engaging. When we have the best educators in our schools, we address not only strategic goal #3 but all five goals in the Duval County Public Schools strategic plan.  

 5. Which  specific  strategy  or  measurable  would  you  propose  revising  or  

eliminating  and  what  would  you  change  about  it?    

Schools should be inspiring, creative, safe and nurturing environments for each student to learn. Among the most basic of human needs is to feel safe and secure. Without establishing classrooms and schools as safe places, the potential anxiety and fear of being in an unstable environment can keep students from mastering problem solving, higher order thinking and critical analysis. Goal #4 “Establish Safe, Secure and Respectful Schools: Establish safe schools where all individuals are respected, valued and feel secure” addresses an essential element of student success but it is not measured in a way that encourages the environments it seeks to create. Currently, this goal is evaluated based on two measures: the number and severity of disciplinary referrals issued and the school climate survey. Neither measure identifies causes for lack of safety. In addition, the rationale that a low number of referrals indicates a safe school and a high number indicates a lack of safety is flawed. A school could be very safe simply because referrals are issued and bad behavior is not tolerated. We need to ensure strong school discipline by empowering administrators to address student behavior and assuring them of district support. Students need positive incentives to make appropriate choices that assist their learning. DCPS needs methods for identifying why students are making poor choices, like the National Council on Crime and Delinquency’s Girl Matters: It’s Elementary, a gender-based trauma-informed program addressing the root cause of behaviors of elementary school girls. Other programs include the Alternative to Out of School Suspension Centers supported by the Jacksonville Journey that allow students to continue coursework during suspensions and employs counselors to address student behavior.

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We must have safe, secure and respectful schools, but DCPS needs better policies, practices and measures to drive success.  

 Governance  

 6. Please  provide  a  description  of  how  you  would  differentiate  between  the  

governance  responsibility  of  the  school  board  and  the  management  role  of  the  superintendent.  

 A Superintendent must be a strong leader who is willing to make bold and calculated decisions to improve student outcomes, even if that means significant change. He/She must be someone who will put a stake in the ground and be held accountable for his/her decisions without excuses. A Superintendent should take time to know and understand the district but should not hesitate to make researched changes that are in the best interest of students. The individual should have significant experience in large systems and diverse constituencies. He/She should be approachable, listen and be adequately flexible to respond to needs. He/She must be steadfast in the resolve of graduating all students ready for college or a career. The DCSB is responsible for governance: adopting a strategic vision and goals, ensuring policy that supports achievement of those goals and oversight of the implementation of that policy. Board Members should work through the Superintendent to evaluate measurement, data and research to ensure that resources are being deployed in the most effective manner and that the goals are appropriate to achieving the mission.  

7. Describe  in  your  decisions  how  you  would  balance  the  interests  of  your  specific  neighborhood  school  board  district  with  the  interests  of  the  entire  school  system  if  they  come  into  conflict.  

 The DCSB must pursue sustainable policies that apply to the entire district. If the board becomes too involved in a particular school, it loses the broad vision and is likely to allow the system to suffer in other areas. As a board member I will pursue sustainable policy for DCPS and will work to divest sufficient control to the school level. Principals should have the autonomy necessary to address individual needs at individual schools. Each geographic district should offer high quality opportunities for each child; I will work to ensure this is true for students in District 3. Having effective systemic policy positively affects all schools. As a School Board member, I will work to set policies that determine expectations and ensure those standards are being met. Teachers and school administrators know and understand their student populations. When strong leaders and quality teachers are in place, more autonomy should be placed at the school level. That autonomy should then be balanced with accountability. By divesting more control to the school level, each school will have the ability to tailor education to the specific needs of that school.

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When opportunities arise to preserve excellence already in place in District 3 or to expand excellence, I will fight for the best interest of students in the district.  

 The  Duval  County  School  Board  is  currently  engaged  in  a  search  for  the  next  superintendent,  who  will  replace  retiring  Superintendent  Ed  Pratt-­‐Dannals  in  December  2012.    

8. What  do  you  consider  the  key  qualifications  the  next  superintendent  should  possess  in  order  to  be  most  effective?    We need a bold, visionary Superintendent in Duval County. Someone who is willing to take calculated risks and make tough decisions. The Superintendent must be a good communicator both internally with the district staff and the DCSB and externally with the community. He/She should work with the DCSB to create a strategic vision for the district then deploy tactics and benchmarks for achieving the goals. The Superintendent is responsible for making policy recommendations to the School Board, oversight of policy implementation, creating an effective organizational structure, hiring an exceptional cabinet and holding departments accountable. The Superintendent should also develop and maintain strong relationships with key stakeholders and spend sufficient time externally to communicate successes and challenges, learn best practice, coordinate advocacy agendas and solicit support for DCPS.  

9. The  school  board  is  in  the  process  of  developing  a  new  formal  evaluation  instrument  for  the  Superintendent.  In  addition  to  this  annual  evaluation,  please  describe  how  you  would  propose  providing  formative  feedback  to  the  next  superintendent  on  his/her  performance  on  an  ongoing  basis.  

 DCPS needs a visionary strategic plan with high goals, thoughtful tactics and metrics to indicate areas of success and challenge. This strategic plan should outline what DCPS intends to accomplish for its students and how we will accomplish the goals. Knowing we are reaching the goals is critical to the success of our district and the evaluation of the Superintendent. The metrics should include benchmarks that can be reviewed on an ongoing basis not simply at the close of a school year. This data will provide ongoing formative feedback for the Superintendent.  

           

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Financial  Resources  and  Budgeting    

The  Duval  County  School  Board  is  responsible  for  adopting  an  annual  budget  that  outlines  expected  expenses.  A  copy  of  current  budget  documents  can  be  accessed  at  http://www.duvalschools.org/static/aboutdcps/departments/  budget/budget_resources.asp.  Please  review  these  documents  so  that  you  can  answer  questions  #10-­‐12  as  specifically  as  possible.  

 10. What  specific  areas  of  the  district  budget  would  you  prioritize,  particularly  if  

additional  resources  became  available?    

Throughout my career, I always have sought positions that allow me to use my experience, skill sets and deep understanding of education to expand educational opportunities. I will govern with this perspective. All of my decisions will be driven by doing what is best for our children’s success. Student services will be my top priority including electives such as art, music, physical education, ROTC, competitive sports and others. These disciplines activate children’s brains and provide scaffolding and skills for core academic learning. Teachers are the single most important determinant to our students’ success and should be paid commensurate with their work. We need to ask effective teachers and paraprofessionals what motivates and inspires them so they may motivate and inspire their students. Then, we need to respond in the currencies teachers care about. I hosted a listening session for teachers during my campaign and the teachers said that they value time with their students, administrators who are encouraging and empowering and evaluation that assists them in perfecting their teaching. We need to infuse these things to encourage great teachers to stay in the classroom.  

 11. With  revenues  expected  to  continue  to  decline  in  the  coming  years,  

additional  budget  cuts  are  all  but  a  certainty.  What  specific  areas  of  the  budget  would  you  recommend  reducing  first?    DCPS in partnership with the Jacksonville Public Education Fund recently commissioned Education Resource Strategies (ERS) to perform a year-long audit of the district’s finances and human capital. ERS looked at internal work, as well as compared the operations of DCPS to other similar districts. The ERS report contains multiple recommendations for efficiencies. Recognizing that DCPS invested several hundred thousand dollars to commission the report, I will use the report to guide tough budget decisions. Any efficiency that does not diminish student services and allows for economy are those I will entertain first. The primary responsibility of DCPS is to student success. I will first consider budget cuts that do not have a direct effect on student service.  

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12. The  school  district  generally  maintains  a  carry-­‐forward  balance  and  reserve  fund  in  its  budgeting  process,  a  portion  of  which  is  required  by  state  law.  How  would  you  balance  the  maintaining  of  a  reserve  in  excess  of  the  state  requirement  and  continuing  to  fund  programs  and  services  during  tight  fiscal  times?  

 The state has certain required levels for district general funds. It is also the responsibility of DCSB members to protect the bond rating of the district. There are efficiencies within the annual operations of DCPS that should be exercised before using a “rainy day fund.” As Executive Director of The Chartrand Foundation I recommend investments that offer the most effective proposed work. The Foundation receives requests well in excess of the budget. It is my job to determine which proposals align most closely with the Board’s interest and best practice in education reform. It is difficult to make recommendation decisions, especially when good work is denied, but that is my charge as the Director. I will use the same discernment as a School Board member. I would consider the use of a “rainy day fund” as a one-time, stop-gap measure to protect student services, but would not advise using it to expand services or establish new programs. Its primary use should be for unexpected expenses that arise due to significant fluctuations during an annual budget cycle or an emergency.  

 13. To  ensure  the  district  has  adequate  fiscal  resources  and  avoids  budget  

shortfalls  in  the  future,  what,  if  any,  revenue  sources  should  the  school  district  pursue  and  on  what  timetable  (e.g.  increased  local  property  or  sales  taxes,  statewide  tax  increases,  etc.)?  

 Transparency and efficiency are critical to building support and confidence in our school district. The quality of our public schools affects every facet of the quality of life in Jacksonville and every citizen is a stakeholder. As a Board member I will comb through the budget to ensure that all dollars are being spent efficiently and effectively before I assess the need for additional resources. Transparency, accountability and strategic planning are important to having the support of the taxpayers. If the Board found a need for additional funds after proving its fiscal responsibility, I would insist that a plan be delineated as to how additional funds were to be used and the expected impact on student achievement. This plan should then be clearly communicated to the community to build consensus. As a Board member I would ask the Superintendent to demonstrate a need, make a clear case and solicit the support of diverse stakeholder groups. Then, I would ask for defined assurances that the funds generated would be used responsibly and for the stated purpose outlined in the plan.  

 

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Community,  Parent  and  External  Relationships    

14. How  would  you  propose  strengthening  the  relationships  between  parents,  schools  and  community  members?    

 As a board member, my first request of the Superintendent would be to map all of the current DCPS activity including what is provided by the district and what is provided by external partners such as non-profits, the business community, PTAs/PTSAs and private individuals. We need to define what is best benefiting our students and redirect community efforts to support those initiatives. We need to use that map to identify gaps then seek to fill them. We also need to encourage positive parent involvement. Schools should be welcoming places that approach parent involvement by first asking “What can you do for your child?” rather than issuing a long list of things parents are not doing. By starting from a place of gratitude for what a parent can give, the school can make additional requests over time. The relationship between the parent and the school must be strong first. Then additional partnership can be solicited. As a board member I will encourage strategic partnerships that leverage the expertise of members of the public. It takes all of us to build an excellent school system. As a board member I will encourage two-way conversations with the community regarding the improvement of our schools. I will vet opportunities against the strategic plan and only use resources for those that help us reach the goal of graduating all students ready for college or a career.  

15. How  would  you  ensure  that  the  school  district  remains  transparent  to  the  community  in  terms  of  student  academic  performance,  financial  management,  school  board  meetings,  public  records  and  other  areas?    Transparency and efficiency are critical to building public support and public confidence in our school district. The quality of our public schools affects every facet of the quality of life in Jacksonville and every citizen is a stakeholder. To recruit support and build public confidence, DCPS should increase transparency. DCPS should deploy technology to make budgets, policy and evaluation criteria easily accessible and searchable. We need all stakeholders in the community to contribute to education reform. DCPS internal and external communications need defined strategies. Currently, communications are largely reactive and do not build a comprehensive narrative of successes and challenges. The Superintendent should work with the communications team to express the strategic goals, benchmarks and tactics for achieving those goals. Board member Fred “Fel” Lee recently held community forums at two middle schools. This practice allows Board members to gain insight into individual perceptions and experiences. It promotes a two-way dialog with stakeholders and does so in an organized and concise fashion. I will employ this practice as a Board member.

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Several stakeholder boards and committees in the community, including JPEF and the JAX Chamber, request participation by a DCSB member. This is an opportunity to learn as well as to communicate district policy and progress. I will support the acceptance of these invitations from DCPS Board members.    

16. There  are  a  number  of  external  organizations  that  interact  with  and  work  to  support  the  Duval  County  Public  Schools,  from  the  PTA  to  the  Mayor’s  Office  to  local  nonprofits.  Please  describe  the  ideal  relationship  with  entities  like  these  and  how  you  may  leverage  their  services  to  support  students.  

 Jacksonville needs all stakeholders to engage in our public education crisis to be able to transform our system. DCPS should have a clearly defined strategic plan that allows businesses, non-profits, PTAs/PTSAs, retired folks and the Mayor’s office to engage in improving our schools. I already have relationships with members of each of these sectors as well as relationships with people engaging in education reform across the state and the nation. I have relationships with people working at the local, state and national levels to improve education opportunities. Jacksonville has many non-profit and for-profit business partners providing support services to students. This is tremendous. Schools should be welcoming places for volunteers and should strategically deploy resources offered to the school. Each school and the district as a whole should have a list of needed supports that is aligned with the strategic plan outlined by the district. People want to help and want to make an impact; DCPS should have an easy and accessible way to guide partners as to how to best-impact student learning and development. I am encouraged that the Mayor’s office recognizes the critical importance of an excellent public education system in building a top-tier city. The Mayor’s Education Commissioner can encourage dialog for improving our schools. He can rally support and partnerships. He can support out-of-school time through after-school and summer programs to ensure students arrive ready to learn each day and he can be a thought partner in reform. It takes all of us to build an excellent school system. As a board member, I will encourage two-way conversations with the community as to the improvement of our schools. I will vet opportunities against the strategic plan and only use resources for those that help us reach the goal of graduating all students ready for college or a career.    

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Legislative  &  State  Issues    

The  actions  and  decisions  of  the  Florida  Legislature  and  State  Board  of  Education  have  a  significant  impact  on  the  education  of  Jacksonville  students.    

17. What  law  or  policy  passed  in  the  past  few  years  by  the  Florida  Legislature  or  State  Board  of  Education  had  the  greatest  positive  impact  on  education  in  Jacksonville?  

 Last year, the State Board of Education decided to make a significant investment in the assessment of Voluntary Pre-kindergarten programs. This assessment is designed to give centers feedback on the performance of their program. It will also give elementary schools a better understanding of their youngest students’ learning needs. Educators should be able to detect literacy and developmental delays more accurately and earlier allowing DCPS to deploy early interventions. These interventions should allow those students entering kindergarten unprepared to catch up to their peers and continue their academic careers on a path to success.

   

18. What  law  or  policy  passed  in  the  past  few  years  by  the  Florida  Legislature  or  State  Board  of  Education  had  the  greatest  negative  impact  on  education  in  Jacksonville?  

 Local districts need autonomy to respond to the needs of their students in the same way that school sites need autonomy and flexibility in how they meet the needs of their students. When state policy becomes over-reaching, deploying resources to meet student needs and providing appropriate instruction for students can prove difficult. There are many policies that restrict the autonomy of local districts such as rigid textbook adoption guidelines, requiring online coursework or mandated workforce certification programs at the middle school level when certifications will likely expire before the student graduates high school. Any of these could be helpful for some schools, but likely are not helpful for all schools. Local districts need the autonomy and budget flexibility to direct resources to the best benefit of their students.

Major  Policy  Issues    

19. What  do  you  see  as  the  advantages  and/or  disadvantages  to  using  standardized  testing  data  as  a  portion  of  a  teacher’s  evaluation?  

 We must have a way to assess teacher effectiveness, both to identify and target areas for development and to track the progress of teachers as they develop their craft. We need to know that we have the best-equipped, best-trained teachers in front of our students daily. From my experience, most teachers want to be assessed; they want to continually perfect their performance to the best

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benefit of their students. We also have a responsibility to students and to the public to be sure that the assessment is fair and accurate. Using an assessment that evaluates student learning gains through standardized testing is one way to evaluate teachers. Value-added assessments have been crafted to measure the difference that a teacher made in his/her students’ learning. The disadvantage to using standardized tests to evaluate teachers is the high-pressure, stressful environment that is created by using a snapshot of student performance that is measured at a single point in time. The test becomes the focal point rather than the learning. We need to continue to calibrate standardized tests to ensure accurate results and eliminate racial and socio-economic bias. Assessing a portfolio of student work would allow for a more comprehensive assessment of a teacher’s effect on student learning.

   

20. Duval  County  currently  operates  magnet  programs  in  more  than  50  schools,  including  13  dedicated  magnet  schools.  How  do  the  district’s  magnet  programs  positively  and/or  negatively  impact  overall  student  achievement  in  Jacksonville?    Magnet schools offer specialized instruction for students with an aptitude toward a particular subject or skill set. Students learn differently and have different interests. Education should grow their interests and challenge children in new areas of study. Magnet schools do that. There is no question that there have been unintended consequences to the creation of the magnet program. While we preserve the excellence in our magnet schools, we also should fortify our neighborhood schools with programs that interest the students and families in the area. We should be able to build programs in each school that serve students well.    

21. What  impact  does  out-­‐of-­‐district  school  choice—charter  schools,  tax-­‐credit  scholarships/vouchers,  opportunity  scholarships,  and  similar  programs—have  on  the  success  of  students  in  Jacksonville?  

 Each of the choice options mentioned is unique and must be treated as such. Some are state-mandated, others are at the discretion of the district. Some place students within district schools, others provide alternatives to the public school system. Research-based, judicious use of options for families can be advantageous for some students and can be instructive to the district. The best way to minimize the demand for school choice options is to fortify DCPS and make every public school a place that families choose as a first-choice option for their students. If we provide an excellent education for each child that is tailored to the unique learning needs of that student, we minimize the need for alternatives.

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22. Currently,  the  Florida  Constitution  limits  class  sizes  to  no  more  than  18  students  in  Grades  K-­‐3,  22  students  in  Grades  4-­‐8  and  25  students  in  Grades  9-­‐12,  as  measured  at  the  actual  class  level.  From  your  perspective  as  a  potential  board  member,  is  the  impact  of  this  measure  positive  or  negative  in  the  effective  education  of  students  and  management  of  our  district?  Why?    The State of Florida has spent over $21 billion dollars since 2003 to implement the Class Size Reduction Amendment. Florida districts continue to spend over $3 billion per year to meet the requirements. A Harvard research study conducted by Dr. Chingos revealed that universal class size reduction in Florida has yielded no significant difference in student achievement. We need to have manageable class sizes for students and teachers, but the rigidity of the amendment is not yielding results. Principals should have the liberty to place students according to their learning needs. Reducing class sizes in core classes during transition years has proven effective, but universal reduction is costly, has led to a reduction of elective offerings and has necessitated providing additional classrooms that are often in portables that are disconnected from the school. Another implementation plan uses two teachers in a class with twice the number of students; this can be chaotic and difficult to manage. In addition, many Superintendents have determined that adhering to class size would be detrimental to their schools, so they opt to pay a fine with already scarce resources rather than forcing compliance. The single most important determinant to student success is the effectiveness of his/her teacher. We need to focus on great teaching, be reasonable about student placements and allow districts and principals more flexibility with regard to class size. Flexibility would free up dollars for the arts, sports, transportation, technology integration, counselors and other student services that are important contributors to student achievement.  

 23. Currently,  nearly  60  percent  of  high  school  graduates  need  remedial  

coursework  before  being  eligible  to  take  credit-­‐bearing  courses  at  Florida  State  College  at  Jacksonville.  What  would  you  propose  to  increase  the  number  of  students  graduating  college  and  career  ready  and  reduce  the  numbers  requiring  remediation?  

 Learning must be relevant as well as rigorous to engage students and have them value learning as a lifelong pursuit. To improve this statistic, DCPS must regard each child as an individual with unique learning needs. DCPS should partner with The Chamber of Commerce and other business organizations to understand the demands of the workforce and build coursework and 21st century learning that prepares students to meet the expectations of employers. We must work with Florida State College at Jacksonville and other institutions of higher learning to understand the demands of entry-level coursework including the academic, social and emotional expectations; we then need to deploy K-12 coursework including performance character, critical thinking and analytical skills, cooperative

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learning and core academics that align with those expectations along with a data driven assessment system that provides indicators of student progress.

                               

24. If  you  have  children,  what  type  of  school  do/did  they  attend?  (mark  all  that  apply)  

 _____   Public  (inside  Duval  County)  _____   Public  (outside  Duval  County)  _____   Private  _____   Charter  _____   Home  Education  _____   Other:  ________see additional pages______________________________________  

                               

Additional Responses:

Question 1a

Duval County Public School (DCPS) has expanded Advanced Placement offerings, Dual-enrollment and

International Baccalaureate and Advanced International Certificate of Education (AICE). DCPS has

dedicated academic magnet programs and growing neighborhood magnets that cater to currently high

performing students. However, gaps for high achievers still remain. The Duval County School Board

must ensure that all middle schools offer the courses necessary for entry into our dedicated magnet high

schools, for example Algebra I. Also, the School Board has to be sure there is equal access to accelerated

learning. For example, currently students in Dual Enrollment must purchase their books. Upon

satisfactory completion of the class, the student is reimbursed for the cost of the books. This method of

accountability is prohibitive for some students from lower income households. As a Duval County

School Board member, I will work for sustainable policy that is equitable so that all students have the

opportunity to reach their potential.

Question 1b

All students can excel when given material in an engaging and dynamic learning environment that offers

hands-on, relevant applications. DCPS must set high expectations for each student. If schools don’t offer

academic coursework that is engaging, students currently showing average performance can become

disengaged, their learning can stagnate and some will drop out. We need to listen to student feedback

regarding their interests and aspirations and offer inspiring content to encourage students to excel.

Duval County Public Schools offers an adequate education for students currently performing in the

“academic middle.” Students have a variety of academic course offerings, although enrichment class

offerings such as art, physical education and music have shrunk significantly. The Advancement Via

Individual Determination (AVID), a program to build study skills and personal development for students

in the academic middle, continues to expand but implementation is inconsistent across school sites. Also

the AVID program is designed to serve 10% of the student body at any school site; often there are more

students that could be served beyond AVID enrollment. Career Academies provide relevant, career

technical education. DCPS needs to continue to expand these offerings and align them with the interests

of the student population being served and the workforce demands in Jacksonville.

Question 1c

All students can learn. It is incumbent on us as adults to offer learning environments that meet

the needs of each child. In the class of 2011, students entering 9th

grade who were 1 or more years

academically behind 9th

grade requirements were almost 4 times less likely to graduate on time than their

on-track peers. These students were not academically ready to enter the 9th

grade when they arrived and

DCPS did not catch most of them up. One in three students in Duval County does not graduate on time;

that is unacceptable.

Several years ago the DCPS Office of Alternative Education became the Office of Multiple

Pathways and Student Supports. This change reflects a shift in thinking about how to educate struggling

students. It also reflects a commitment to providing multiple high-quality pathways for students to earn a

standard diploma. Still, the Duval County School Board must reinforce this thinking by supporting

innovative instruction models like Schools for the Future, a national model for students who are over age

for their grade level. Schools for the Future currently operates its first school in Duval County.

With all of the tools that we now have in education: technology, brain research in multiple

intelligences and learning styles, and real-time data feedback for instructors to be aware of student

growth, we must be better at providing curriculum and instruction that meets each student’s needs. We

need to deploy early interventions to ensure 3rd

grade students are making the critical transition from

learning to read to reading to learn. Elementary students need to have strong foundational math skills that

provide a strong base for higher-level Algebra and Geometry. And, DCPS must have appropriate

interventions for students not meeting these achievement benchmarks. Most importantly, learning must

be relevant. Students need to see connections between their learning and pursuing their passions.

Question 25

I do not yet have my own children. I have worked in schools throughout the DCPS and understand the

diversity of our district. I worked in dropout prevention in 13 schools throughout the district and cared

for each of my student’s unique needs. I staffed councils of teachers charged with infusing relevant

learning experiences in an elementary and a middle school. I have partnered with principals and district

administrators to bring needed programs to students and to understand the policies that govern how we

educate our children. I have a broad and deep understanding of education. I graduated with honors from

Vanderbilt with a degree in Secondary Education and History. I have been a classroom teacher, a coach,

a dropout prevention specialist and I now lead an education reform foundation. I understand the

successes and challenges of our district from the perspective of teachers, principals, families, community

partners, district administrators and most importantly, from the perspective of students.

I am Ashley Smith Juarez and I would be honored to have your vote for Duval County School

Board District 3. Together we will build better schools.