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.

2012 SCHOOL BOARD CANDIDATE QUESTIONNAIRE

Jon Heymann Candidate Name: ____________________________________________________________
District 7 School Board District: __________

www.heymannforschools.com Campaign Web Site: ____________________________________________________________

Primary Campaign Contact Colin Murphy Name: ____________________________________________________________

colingraymurphy@gmail.com E-mail Address: ____________________________________________________________ 904-504-6749 Phone Number: ____________________________________________________________

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

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: Education is my commitment, my calling, and my career. My professional background spans 30 years ranging from private ministry to public penitentiaries, to my present position as CEO of Communities in Schools in Jacksonville. I hold a Masters Degree in Education (University of Florida), and have completed Graduate work both in Psychology (Rhode Island College), and Doctoral work at the University of North Florida.

As the CEO of Communities in Schools for over 13 years, we presently employ over 500 full and part-time staff, and have over 700 volunteers, reaching the at-risk youth in 45 public schools. Hence, I bring a grass roots, boots-on-the-ground perspective to the table. My personal journey began as a bread-box baby literally dumped off into a bread-box as an orphan in the Childrens Asylum of Athens, Greece. Adopted when I was five years old and raised in New Jersey, I learned to read in 3rd grade (Miss Ahlers was my favorite teacher). Im the husband of one, the father of three, and the grandfather of three. My wife, Cheryl and I moved to Florida 23 years ago, and raised our three children, who all graduated from public schools and colleges. Cheryl, a public school teacher, is this year's Teacher of the Year for her school. Im presently endorsed by the Northeast Florida Builders Association, Duval Teachers United, The Northeast Florida Realtors Association, the Jacksonville Association of Fire Fighters, and many local civic and business leaders. Named a Transformational Leader by Stanford University, Im eager to use my 30 years of educational leadership experience to bring about transformation in the Duval County Schools. I presently serve as a National Advisory Board member of Foundations Inc (Education organization headquartered in Philadelphia, PA); an Advisory Board member of University of Floridas Lastinger Center for Education; Fl State Advisory Board member of Childrens Campaign; and have served on Boards of NEFCADA (North East Florida Council on Alcohol and Drug Abuse); the Jacksonville Childrens Commission, as well as Board President of United Ways Agency Directors. Im a member of the National Dropout Prevention Network; and the Florida Association of Nonprofit Organizations. Ive presented various keynotes and Enrichment Seminars to businesses, schools, colleges, civic groups, as well as state and national organizations, including: US Dept of Education National Conferences; Youth Corps Volunteers of America; National Association of Postmasters; Florida Department of Education; Florida Governor's Conference on Children; Florida Association of Business Administrators; as well as IBM, Florida Mental Health Association, Florida Department of Corrections, Department of Labor, Florida 3 Power and Light, Georgia Pacific, John Hancock Insurance, Parole and Probation, and a host of regional and local organizations.

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

2. In what respects do you think Duval County Public Schools are doing well in their mission to educate students in Jacksonville?
Its sort of a tale of two cities. On the one hand: Increased the graduation rate, up last year by 4.6%. Increased career academies to 37, several are now national model academies, with cohort student learning, career pathways, and college readiness. They have kept the standard of the best schools at their peak. Stanton, Douglas Anderson and Paxon High schools are examples of long-standing, high quality education, some of the best in the nation. They have raised the quality in other historically poor performing school, such as Frank H. Peterson (the old Westside Skill Center) now an A school, as well as Rutledge Pierson and Pinedale Elementary Schools, confirming that poverty does not have to predict performance. We have high poverty, high performing schools right here in Jacksonville.

 DCPS as a whole has earned a B grade district-wide. Listening better to the business community, and allowing innovative, challenging ideas to take root. My district, which includes Mandarin over to Baymeadows and all the way to the new Atlantic Coast High School is doing fairly well. While the two high schools are C schools, the rest are all A and B schools. However, judging from the increasing free and reduced lunch rate jumping nearly 40 percent in some schools in the last 10 years, and a growing percentage of Level 1 readers, the challenges in my district are becoming more exigent. Nevertheless, the same ingredients that in other Duval districts radically changed their chronically poor performing schools into high performing schools must continually be applied in my district as well as the whole county: (1) strong, effective, positive, high-quality principal leadership, which will establish the learning culture; and (2) highlyqualified, high-quality, motivated, and well-paid teachers (in that order) who have a proven track record of accomplishment. The post-secondary preparation of the district students is quite good, with the CTE (Career and Technical Education) programs clearly preparing students for both their career track and college readiness. The new Atlantic Coast High School is a wall-to-wall career academy, and well on its way to gaining model status. Several years ago, I had the honor of working with the Career Academies (on contract with the school district) to assist them in reaching national model status, and thus, linked the Career Academies to both the Chamber and the colleges in new articulation agreements, and further established business Advisory Councils for each career academy in all of the 20 high schools. One of the key components in our mission statement was college readiness.

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?
DCPS needs to inprove significantly with: Leadership at the Principal level -- this is the lowest "hanging fruit", and essential to improving the schools quickly. Some of our principals have only several years teaching experience. I have the same degree (M.Ed. Education Leadership), and have passed the FELE (Florida Education Leadership Exam) that they must have to become a principal, and my perspective on recruitment, training, evaluating and retaining great principals will be a plus to the next superintendent. It has not gotten the reading/literacy issue right. It spent another $3.1 million on yet another reading program, when the last three apparently did not perform well. It created serious issues with spending trends -- found $164 million dollars. Still has some of the worst-rated schools in Florida. Not found a way to make money off the underutilized schools. They have a Community Engagement Office needs to garner noticeable Community Engagement so outside entities such as CIS, United Way, JPEF, Community Foundation, Mayor (Mentor program), et al,

My district, which includes Mandarin over to Baymeadows and all the way to the new Atlantic Coast High School is doing fairly well. The two high schools are C schools, and the rest are all A and B schools. However, judging from the increasing free and reduced lunch rate jumping nearly 40 percent in some schools in the last 10 years, and a growing percentage of Level 1 readers, the challenges in my district are becoming more exigent. Nevertheless, the same ingredients that in other Duval districts radically changed their chronically poor performing schools into high performing schools must continually be applied in my district: (1) strong, effective, positive, high-quality principal leadership, which will establish the learning culture; and (2) highly-qualified, high-quality, motivated, and well-paid teachers (in that order) who have a proven track record of accomplishment. Until we reach a flawless education system, even the better performing schools in my district will need improvement. As already stated, there are Level 1 readers in these schools, as well as a rising number of students on free/reduced lunch, hence the demographics are slowly changing, as the student population changes. I will take the same approach with my specific District 7 schools as should be done with all 170 Duval County schools: (1) High-quality principals. There are great principals, good principals, principals on the bubble, and even a few on the failing fringe. I will call on the superintendent to clearly examine the evaluation process of principals, and take any measure to guarantee that we recruit, train and retain the best. I will also call for a countywide peer-to-peer mentoring program (170 business executives to meet regularly with the 170 principals) modeled on the PASS program, but with no funds involved. This mentoring program can also become part of the principals evaluation. (2) And, Teachers (please above).

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?
Since Goal #1 appears needing the most attention (per End of Year Data Dashboard), I recommend that School District staff focus on Strategy 1C: Increase the use of effective instructional practices, including diversity and

differentiation, in literacy, mathematics, and science leading to gains in student achievement. When students cannot read, they cannot read anything, including math problems, science experiments, nor history lessons. The basic skills of reading must always be a central, critical focus of administration, along with the subsequent training needed for teachers to increase their skills at differentiated instruction..

5. Which specific strategy or measurable would you propose revising or eliminating and what would you change about it?
Besides completely revamping Goal 5 to get rid of its superfluous, meaningless language that's coupled with less than meaningful goals, I would recommend that we revise Strategy 3A: Enhance and target teacher and principal recruitment to increase diversity and the number of high quality instructional personnel for our students, especially in our Turnaround Schools. I favor a student centric school system. All education is about student performance and achievement, and everything should be measured against that centricity. I believe that the lowest hanging fruit for systemic, measurable and doable change is at the Principal level; they establish the culture at the local school level, either a level of mediocrity or of excellence. They recruit, and hire teachers. Principals train, and retain teachers. They motivate, congregate, activate, instigate and relegate the teachers.

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.
Whereas: 1-- All students deserve a world class education, prepared for some level of posthigh school education, and a high wage, high demand job. 2-- That every Realtor, contractor, and business could use the words Great Schools when describing their neighborhood projects. 3-- That the city/chamber should attract more great companies, whose employees would select to live, build their home, and raise their family in Duval County. The proper role of School Board members governance, not micro-management. We should be: (1) servant leaders elected by the people; (2) one of seven policy makers, and the fiscal agent; (3) boss of one employee: the Superintendent; and (4) own the responsibility for holding the Superintendent accountable for carrying out policy, and creating a world-class, globally competitive school system. . . . unless expressly prohibited by the State Constitution or general law, a district school board may exercise any power for school purposes in the

operation, control, and supervision of the free public schools in its district Florida Attorney General I believe that the primary role is that of governance rather than management of the school system. It is to establish policy, and to be the legal fiscal agent. It is not the role of the School Board to micromanage executive decisions, or to involve themselves for endless hours on travel budgets, staffing concerns, individual parent complaints, sporting events, etc. The Board should be a visible support entity, catapulting, not castigating good teaching in the classroom. I have been asked whether my degrees and work experience will tend to make me a micro-manager of the superintendent. Absolutely not. I already serve on a national education board (Foundations, Inc. in Philadelphia http://www.foundationsinc.org), and on a state board (UFs Lastinger Center for Learning - http://lastingercenter.com), and I clearly know what my role and responsibilities are as a board member.

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.

Strategic decisions are global, city wide and in the best interest of the entire Duval County, while the tactical decisions may be more localized, representing the immediate constituents of a particular geographic district. Hence, the strategic needs of the whole county must trump the proprietary needs of the local neighborhood. Strategically, I have said repeatedly that we must focus on those decisions that make a massive positive difference for the greatest number of children in the shortest period of time. By that, I mean: Massive Positive Difference -- incremental achievement is unsatisfactory. Greatest Number of Children -- not a few hundred/ thousand, but all 123,000 students. Shortest Period of time -- our county and country cannot survive a mediocre response to a time limited issue. We should prioritize our decisions as we do within our families, especially if we have multiple children. For instance, parents spend the resources (time, money) on the child in most need until they are well. And when they are well, we dont abandon them. Conversely, the healthier kids understand this extra attention being paid to the neediest sibling, and are accepting of this because the family can be no healthier than the sickest child. As the needy child gets well, the whole family is better off. Hence, as we pay attention to the neediest schools, not neglecting the others, the whole school system benefits.

Additionally, I believe that we should examine the idea that school board members be at-large members, where they must live in seven distinct geographic areas, but must campaign and be elected county-wide.

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?
Chief Executive Officer: executes, carries out the policies and practices set forth by the Board. (S)he is the single, sole employee of the School Board. All other staff, programs are his/her purview, as well as recommending budgets to the Board for approval. I think the roles and duties outline presently in the Superintendents contract are straightforward and accurate. I want a transformational servant leader who works as the arm of the home, and the backbone of the District. Our next Superintendent should be a (1) charismatic, (2) bold, (3) servant, (4) leader; one who we would not mind babysitting our own children. Top Qualities should include: >> Charismatic, energetic leader, but much more than a mere cheerleader; much more than a fluff factor -- a combination of both symbolism & substance. >> Bold, Agent for Change Must have a clear, simple vision where to go. And in some respects has the courage when necessary to make major reform at any and all levels of education. Must know how to balance accelerating the good progress thus made without protecting the current status. >> Background The superintendent should have a strong business background for the foreseeable future a business/CEO/military mind more than an education background. >> Leadership Role, more important than being a manager. >> Managerial Role The role they play should play is less about instructional/educational leader, and more of a business leader/manager/CEO. >> Culture Builder Involves situational leadership that at times includes authoritative, top-down management and at other times a collaborative team builder. (Hersey/Blanchard) >> Face Time Spend time in the public and in the schools; balancing time priorities, but not to hiding from them either.

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.
Utilize a 360 degree model where not only is the School Board establishing and measuring the performance of the Superintendent, but also utilizing stakeholders in the process, such as, but not limited to: Regional Chamber; JPEF; United Way; Jacksonville Kids Coalition; Jacksonville Childrens Commission; DCF; Community foundation; School Board members; School Administration; Teachers Union. All these organizations have specific agendas that collectively create a potent voice in the evaluation process, both formative, and summative, through focus groups, surveys, and personal informal and formal conversations with the Superintendent. Some items to include in the evaluation dhould include: Conservative in our budgetary responsibilities, knowing that more money is the not the single answer to increasing quality. Fiscal Integrity Improve financial practices that are sound and accountable. STUDENT Achievement Deal with critically low-performing schools. SAFETY for students and teachers free of drugs, alcohol, firearms, harassment; and conversely, expecting and rewarding appropriate and ethical behavior. LITERACY Increase literacy skills in reading, writing, and STEM. Rigorous and Relevant CURRICULUM Talent Supply Chain Career Academies. STAFF DEVELOPMENT Provide for continuous improvement. PARENTAL INVOLVEMENT Increase involvement by parents Community INVOLVEMENT-- partnerships to achieve both management and academic improvement and accountability. Attracting and retaining quality teachers; providing a rewarding work environment and paying teachers competitively. Principal leadership, which I believe is the core issue to improving the schools quickly. Some have only several years teaching experience. I have the same degree (M.Ed. Education Leadership), and have passed the FELE (Florida Education Leadership Exam) that they must have to become a Principal, and my perspective on recruitment, training, evaluating, and retaining great principals will be a plus to the next Superintendent. There are (1) Great Principals, (2) Good Principals, (3) Principals on the bubble, and (4) a Failing Fringe. The School Board should set policy that clearly differentiates and defines each of these categories and with appropriate evaluation tools, provide the appropriate consequences commensurate with their performance, i.e. set the policy for the Superintendent to reward the positive results, and conversely, to discipline and/or remove the failing Fringe. Connecting the schools with safety and economic development; i.e. (1) our communities are safer with children in school; and (2) the economic impact of our schools correlates with properly preparing kids for college and career. This has a domino effect on all citizens, whether they have children in the schools or not, and clearly gives Jacksonville bragging rights when attracting top quality businesses into NE Florida.

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Lastly, I would examine the idea of a Peer-to-Peer mentoring groups to meet periodically with the Superintendent to provide advice, counsel and formative recommendations.

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?
A $1.4 billion budget ($450 million more than the citys budget) with 14,000 employees is no small matter to be handled by those with no experience. Most of the dollars (about 75 percent) goes to employee salaries and benefits. There must be, by law and commonly accepted best practice, a commitment to transparency in the sunshine. A budget provides a plan for proposed expenditures within a specific time period and purpose, along with a projected means of financing the proposal. All of this should be done within the scope of the School Districts long-range plan and goals. Hence, we must clearly establish long-range district goals, and link all budget decisions back to these goals by utilizing a shared decision-making process -- from the local school-based leadership SAC committees on up the chain to the District Office, Superintendent and School Board. District budgeting goals should include: While the superintendent is responsible for proposing an overall budget, the School Board should be involved in the process (hearings, community meetings) and is responsible for approving, amending or denying the budget, as well as sending it back to administration for more work if necessary. The strategies for establishing a great budget should include: The classroom as the primary funding focus Budgeting for necessary instructional staff (collective bargaining, raises, etc), followed by administrators as best practices dictate; then capital; then district department funding based on performance measures, which includes program specific funding (Reading, Math, Science, PE, sports, etc). Other categories include, but not limited to: o Capital Investment o Investment of idle funds o Discretionary dollars nor previously allocated by state regs o Debt management o Reserves, presently at 3%, can go up to 5%

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While the Board should be familiar with the budget process, it is actually the Superintendents role to hold school-based and community wide hearings on proposed budgets, review and cull out the ingredients for the final budget, and make a recommendation to the Board, who can then conduct its own hearings (school-based and community-wide), leading to the final approval.

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?
No more cuts to arts, music and sports. Hence: 1-- Under-utilized schools attempt to keep them open, but capitalize on the empty space. For instance, once there are no students in them (i.e. John Gory vs. James Weldon Johnson), they must be renovated to meet current stricter health and building codes. Hence, perhaps we should consider renting them to charter schools or selling them as condos, lofts, or commercial space. 2-- Also, the School Board building should be sold and relocated, perhaps moving much of the staff currently working there to under-utilized school buildings. Even though this has been a long-standing conversation for many years, no tangible action has been taken. 3-- Continue to reduce Administration, bringing in critical part-time experts for certain necessary functions; Career Academies; Safe and Drug free schools; Community Engagement; Health, etc.

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 answer seems to be in the question: its a matter of Maintaining the fund balance at 3 - 5% while also funding programs deemed necessary for a good education. The fiasco of the tardy revelation of $164 million was and should have been embarrassing to School Board leaders, and must not be repeated in a spirit of transparency and accountability to the taxpayers.

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.)?

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We must enlist support for bond issues and increased State investment in education, while the school board must prove itself accountable to all taxpaying citizens. Assuming first that I had been convinced such a bond issue was needed and fiscally prudent, I know that making the case to the public for such actions requires an existing level of trust from community stakeholders and extraordinary communication skills from those advocating such a plan. I believe finding new revenue sources for our schools is significant, but accountability is critical. We must first show the public that we are spending wisely and frugally. I have often said that we are not on the cutting edge, but the bleeding edge. Yes, there is room for cuts, but not at the expense of teachers and students at their local schools. My first priority will be fighting for appropriate and responsible funding from the state Legislature. However, my campaign is about implementing a sense of urgency to our efforts to improve schools. We cant afford to wait any longer. As a parent whose three children graduated from public schools, I know that convincing people with no children in the school system is accomplished by connecting the schools with safety and economic development of our city. We would need to articulate how our communities are safer with children in school and how the growth of our local economy depends on our schools properly preparing kids for college and careers. These impacts have domino effects on all businesses and citizens, whether they have children in the schools or not. Quality schools clearly gives the Chamber a strong selling point when it is working to attract top quality businesses into Northeast Florida.

Community, Parent and External Relationships 14. How would you propose strengthening the relationships between parents, schools and community members?
The Mayors Commissioner of Education plays a major roll in parent and community engagement. (S)he is not a constitutional officer given legal authority over the public schools. This person should serve in the following roles: Bridge builder; coordinator of an amplified public-private partnership; independent, third party evaluator; liaison; and any other duties that do not usurp his/her role. All this and more should be done with the express purpose of increasing student-centered solutions and services through a potent coalition of parents and businesses. . The School Board should recognize the Mayors vested interest in the wellbeing of the public schools, in that the condition of the schools has a direct correlation to family stability, crime prevention, economic development and quality of life. As such, his commissioner must be seen as far more than a cheerleader but rather an essential partner who can and should offer expertise, advice, training, funding when possible, and support to the School Board; and conversely, the Board

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should include him/her in critical meetings, hearings, workshops and Board meetings that exclude legally mandated closed sessions.

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?
It appears that the answer is in the question. Transparency -- no tinting; no etched glass. Transparency needs to be a clear front windshield, with no bugs obstructing the view. I believe that a local commission of education-minded individuals representing the business, nonprofit, and government worlds should be called upon to be both a listening ear and a spokesman for transparency. Better communication: most citizens were not even aware that twice in the last several years that the School Board voted to increase the millage rate. Unlike the city budgetary process, this went un-noticed and unchallenged. The better use of fact-track and social media communication, such as Twitter, Facebook.

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 Mayors Office to local nonprofits. Please describe the ideal relationship with entities like these and how you may leverage their services to support students.
For 13 years, my work within the public school buildings has had many challenges, but I have found that the school district is very supportive of our efforts and the work of many other organizations. Coordinating all the various organizations services to better align with school district goals and measurements is a must. My experience in working with all these supportive entities has been a rewarding and marvelous experience.

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?

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 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? Major Policy Issues 19. What do you see as the advantages and/or disadvantages to using standardized testing data as a portion of a teachers evaluation?
Advantages are that a standardized test is a fair way to compare students to other students as well as to accepted standards. This assists districts is assessing the performance of their teachers compared to other schools and districts. The disadvantages are that these test may not be reliable measures nor valid, thus making them an inaccurate measure of success for both the students and teachers. They can also be used in a punitive, gocha mode of describing why the whole school system needs to be dismantled..

20. Duval County currently operates magnet programs in more than 50 schools, including 13 dedicated magnet schools. How do the districts magnet programs positively and/or negatively impact overall student achievement in Jacksonville?

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21. What impact does out-of-district school choicecharter schools, tax-credit scholarships/vouchers, opportunity scholarships, and similar programs have on the success of students in Jacksonville?
Competition should never be viewed as a deterrent to quality education, in that we celebrate excellence in sports, academics, teaching, spelling bees, etc. Competition in school choice is no different. Charter schools and the whole school choice movement is predicated on the notion that parents are the first and best educators of their children, and as such, have the power to exercise their right to have their children educated anywhere that reasonable resources allow. Charter schools are incubators of innovation. They can be a great place to show, without boundaries, what could effective education look like, if certain boundaries and mandates were lifted. Many charters have failed and many are succeeding marvelously (educationally, and financially). The limitation of charters is that while they may grow to collectively reach a few thousand students in the next several years, there are 123,000 public students still in need of effective strategies. I believe that we must make a Massive Positive Difference, for the Greatest Number of Children, in the Shortest Period of Time.

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?
I agree with the following found on "Save Duval Schools" website: Challenge: It is not feasible to require school districts to pay a penalty for failure to comply with class size requirements when funding has been reduced $1,000 per student or 16% over the last five years. Financial Impact: $5 Million The net estimated cost of the class size penalty to the district. Background: Class size limits were first introduced in 2002 when Amendment 9 was approved by Florida voters - 52% were in favor. The amendment to the State Constitution required that the class sizes be limited by Fall 2010. High school classes would have been limited to 25 students; fourth through eighth grades to 22 students; and pre-kindergarten through third grade to 18 students. The Florida Department of Education estimated in early 2010 that 2,769 schools statewide still would not be able to comply. According to the Department of Education 33% of pre-kindergarten classes didn't meet the cap in Fall 2009. Additionally, 30% of middle schools and 38% of high schools didn't meet the requirement that same year. Recommendations: In an environment of continual revenue reductions and to avoid additional revenue reductions for school districts, explore other ways of having accountability without a monetary penalty. Especially where districts such

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as Duval Public Schools have expended all prior year and committed all current year class size funding and supplemented with general funds to comply with class size requirements. 1.Delete sections 1003.03(4)(a) 3 and 4 and replace with The per school reduction shall be a non monetary penalty once the district conducts two public hearings within 60 days of notice from FLDOE of non compliance with class size requirements Or 2.Amend section 1003.03(4)(a) to read ) If the department determines that the average number of students per school for a grade group assigned to any individual class exceeds the class size maximum, as required in subsection (1), based upon the October student membership survey, the department shall:.. (This is the current criteria for charter schools). Or 3.Delete sections 1003.03(4)(a) 3 and 4 and replace with The maximum per school reduction shall not exceed $2000 when the district school boards have expended all class size funding from the all prior years and committed all class size funding in the current year to meet class size.

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?
Have students take the college aptitude test in 11th grade, and based upon their scores, place them courses similar to "grade Recovery" specifically designed to catch these students up to college-ready standard,

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: ______________________________________________________________________

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