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Medford School District 549C Position 2

Special districts in Oregon are formed to govern specific resources. Examples are people’s utility districts, library districts, sewer districts, irrigation districts, ports and cemetery districts. Some districts get revenue only from taxes. Others, such as water districts, get revenue from ratepayers. Others may combine the two sources. Each district is governed by a board of directors which is responsible for the operation of the district and its financial accountability. ( https://www.oregonlaws.org/ors/198.010 ) Qualifications: Candidate must be a registered voter and a resident of the district for 1 year. Employees of the district are not eligible unless employed as a substitute driver. ORS 332.016 and 332.018(2)Salary: A member of the governing body of a district may receive an amount not to exceed $50 for each day or portion thereof as compensation for services performed as a member of the governing body. Such compensation shall not be deemed lucrative. The governing body may provide for reimbursement of a member for actual and reasonable traveling and other expenses necessarily incurred by a member in performing official duties. [1971 c.403 §2; 1983 c.327 §2; 1983 c.740 §53a; 1989 c.517 §1; 1995 c.79 §74] In event of Vacancy: Except as otherwise provided by law, a vacancy in an elected office in the membership of the governing body of a district shall be filled by appointment by a majority of the remaining members of the governing body. If a majority of the membership of the governing body is vacant or if a majority cannot agree, the vacancies shall be filled promptly by the county court of the county in which the administrative office of the district is located. [ORS 198.320]

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  • Benjamin Buchta
    (N)

  • Candidate picture

    Suzanne P Messer
    (N)

Información Biográfica

Even before COVID and the transition to online learning, school districts struggled with disparities in academic achievement. Educators fear even greater gaps upon their return to classrooms. What strategies will you consider to address these increased disparities?

COVID has shown us the importance of family support in facilitating students’ education. How will you build on this understanding to increase the role of parents in decision making and promote parental involvement in schools?

What is the impact of the pandemic on school budgets and spending priorities? How do you propose meeting these new challenges?

Los distritos escolares ya tenían dificultades con las disparidades en el desempeño académico, inclusive antes del COVID y de la transición al aprendizaje por internet. Los educadores temen que aparezcan vacíos aún mayores cuando el estudiantado vuelva a los salones de clase. ¿Qué estrategias considerará usted para enfrentar el aumento de estas dificultades?

El COVID nos ha mostrado la importancia del apoyo de las familias para facilitar la educación de los estudiantes. ¿Cómo utilizará este hecho para ampliar la función de los padres en la toma de decisiones y promover la participación de los padres de familia en las escuelas?

¿Cuál es el impacto de la pandemia en los presupuestos escolares y en las prioridades de gasto? ¿Qué propone usted para enfrentar estos nuevos desafíos?

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Campaign Phone (public) (541) 941-2924
Town Where You Live Medford
Your Experience/Qualificatons During the last 4 years I have shown the courage and conviction to stand up for the students, teachers, and classified staff of our School District as they educate our future employees, colleagues, business owners and skilled labor force. Together we need our district working towards a common goal of educating our children to the best of their abilities. As a parent of 4 children within our schools this is paramount.
County Jackson
Term 4 years
We are implementing a summer school credit retrieval program. Our new Medford Online academy is another avenue to assist students in overcoming the education slide we have experienced due to the pandemic. We are using the additional education funds to match up students with their strengths and interests, redefining our underserved communities needs, connecting students needs to available resources, identifying the positive strengths and negative challenges of our students and acting on both. Our staff are also reaching out to every student within our district to validate we are connecting with them by name, strength and need.
With this past year our education system made some huge changes that have been slowing coming into fruition. There is now more parent involvement within our education system than in many years past. We reach out to families as many ways as possible - weekly newsletters from the teachers, twitter, text, phone calls, and email. During our Board Meetings we accept community comments and read them into the board records. We have also engaged several committees consisting of parents, students, community members and staff when looking into larger discussions - like turning our alternative high school location / administration offices into a third middle school thus saving the community a large sum of money by utilizing our owned assets more effectively. We also engaged our community during our Superintendent search process. This was a game changer and really assisted with our transition being as smooth as possible.
We have been saving money where ever possible for many years and putting it away for the expected budget shortfalls we are hearing from the Governor's office. We are actively working on the conversion of one of the local high schools and looking to finance it within our current budget rather than try for a Bond Measure. Utilizing what we have available vs spending what we don't have - that is the correct way to run a budget. I have seen first hand how the additional monies the schools have received due to the pandemic have changed how we interact with our students. By providing all students with chrome books, WIFI access (if necessary), and zoom we can reach students where they are at. Monthly we discuss budget expectations and possible shortfalls - including how we can continue providing what we have today without sacrificing teachers or staff going forward regardless of what we receive for funding.
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