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Junction City School District 69 Position 3

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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  • Mark Christensen
    (N)

  • Candidate picture

    Kristina Holton
    (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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Web Site (leave blank if not applicable) http://www.facebook.com/KristinaHoltonforJCSchoolBoard
Town Where You Live Junction City, Oregon
Your Experience/Qualificatons I graduated from Oregon State University with a BS in Mathematics and a MS in Mathematics Education. I began my career in education, teaching math at the middle and high school levels. I also worked at Lane Community College as a math faculty member and the Director of the Math Resource Center. Now I am the Dean of Science, Engineering and Mathematics at Linn-Benton Community College, and I recently returned to OSU to earn my Ed.D in educational leadership. I have over 15 years in education.
County Lane
Whenever possible, school districts need to consider ways to accurately assess all student learning levels, and provide equitable learning opportunities for all students. This can come in multiple different forms, including academic supports such as comprehensive intervention programs and supplemental instruction programs. Additionally, to truly address student achievement gaps, districts have to address barriers that students face outside of the classroom as well, including food insecurity, lack of parental support, inadequate personal items (clothing, school supplies, etc), and physical and mental health services. Structures need to be in place to properly support students, even before they enter into kindergarten, until they graduate from high school. As a school board member, I will work to understand what opportunities already exist in the district, and areas where additional growth can occur.
Communication is the most important way to increase parental involvement. It is difficult for people to get involved if they don't know what is happening, so as a school board member, I will work to make sure there are multiple avenues for communication between the district and parents, keeping in mind that communication is a two-way street. It is also important to help parents understand how to use their voices to make a difference. In order to survive as organizations, school districts need to have feedback loops that help them to understand how well they are achieving their desired outcomes (not only student achievements and graduations, but also how well students do in higher education and the workforce).
Districts have maintained a fair amount of expenses during the pandemic (e.g. personnel, overhead), while simultaneously increasing expenses in some areas (e.g. upgrading technology) and decreasing in other areas (e.g. some building operational expenses). There is no doubt that the "new normal" that will happen post-pandemic, will look different from the pre-pandemic times, and school districts will have to adjust spending accordingly. This may mean maintaining additional online offerings, for families who find that to be a better learning option for their students. It may also mean rethinking how to bring new buildings/infrastructure on board, so as to stay up to date with health and safety standards. In every situation, it is important that the district responds to the needs of the local community and student populations when determining how to prioritize budgets and spending.
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