'Keeping the 'Main Thing the Main Thing'
In order for our student outcomes to improve, the board needed to establish and monitor long-term goals (including annual targets and leading indicators). We have started down this path of 'making the main thing the main thing' -- because when everything is important, nothing is important. It is imperative that we continue this work until this new culture of accountability and continuous improvement is firmly established.
21st Century Facilities
All of our students, teachers and staff deserve well-maintained state-of-the-art, 21st century buildings. I am committed to work with our labor partners, other elected officials, and faith, civic and business leaders to secure the necessary funding. We need to explore all financing options -- traditional real estate tax levies as well as more creative, collaborative strategies.
Working to Implement Community-Based Solutions
Decisions about our real estate and facilities should be considered through the lens of 'community need' -- whether it be day care centers, before and after-care programs, affordable housing, workforce development hubs, family-based health care clinics and/or first-mile/last-mile hubs connected to COTA transportation corridors. I am committed to working with all community stakeholders -- to identify the wants/needs of our community and make sure our decisions about our real estate holdings are aligned.