We put the same five questions to all of the Rochester School Board candidates on the ballot for the August 9 primary election. Candidates were asked to keep their answers to under 100 words, and were given the opportunity to share a photo. These are the responses we received.

Position 1

1) The School Board recently approved a new 134-page strategic plan that addresses a number of district priorities, from improving educational equity to developing more community partnerships. What do you make of the work that was done?

Justin Cook: I was among the dozens of community members that volunteered to help forge the strategic plan. I served on the Economic Engine working group, where we analyzed the financial forecasts and enrollment projections, we reviewed feedback from the community survey results stakeholder listening sessions, and we reviewed the economics literature for best practices to synthesize a set of financial priorities and initiatives that would support those. The strategic plan represents an excellent example of intentionally seeking community input and integrating that feedback into measurable actions. I’m excited to move into implementation of the plan!

Rae Parker: I don't see any new ideas in the strategic plan. Most of it is vague and suggests creating programs with no specifics to implement. The plan is heavy with Social Emotional Learning (SEL). After many years of SEL in the schools, we have seen lower test scores and higher incidence of mental health issues. SEL isn't the solution. The plan is also rife with "cultural responsiveness" and other social engineering initiatives. The business of the Rochester Public Schools is to educate students and prepare them for a productive life, not to engage in social engineering. We can do better.

Abdullahi Yusuf: Meeting the individualized educational needs of every student is one of the key parts outlined in the strategic plan. Our children need the individual focus that can lead to a fulfilling life—the new strategic plan echos with what success looks like. Ensuring every student experience is high-quality teaching and learning in a culturally responsive environment is a call to action and push for equity and equality at all district levels.

2) Over the past couple of years, school boards have increasingly found themselves in the crosshairs of political and cultural friction. What do you attribute this to?

Justin Cook

Cook: Much of the current friction is in part due to the very real struggle that families experienced during distance learning, which was terrible for students and for families. For parents in those trenches, we were at our wits’ end trying to attend to day-job responsibilities while simultaneously administering lessons and facilitating google meets. Unfortunately, opponents of inclusive, equitable public education have seized on this climate to launch additional political and cultural attacks that we have seen play out in our very own school board meetings repeatedly in the past year.

Parker: I attribute this conflict to having too many politics and personal agendas infiltrating schools and school administrations. They are following societal fads rather than concentrating on the purpose of schools, which is teaching the basics of reading, writing, math and civics. This school board and Superintendent have invited this disaster with their Equity and unconstitutional Government Speech policies, other failed policies and the increasing additions of administrative staff.

Yusuf: We have a global responsibility; our nation is becoming ever more diverse, and this is a fact we need to accept. Our issues are a by-product of resisting change. When we understand those around us and provide the support system that advocates for culturally diverse staff, we can take a significant step in the right direction. When our children see staff from diverse backgrounds, they become better prepared to enter the world after graduation.

3) We saw during this pandemic a decline in student outcomes and an increase in reports of issues related to behavior and mental health. What can the district do to help students who have fallen behind and continue to struggle?

Cook: The district’s strategic plan calls for providing Multi-Tiered System of Supports framework to provide evidence-based interventions for students in need of additional support to achieve mastery. The MTSS framework is a best practice that our district should prioritize implementing with fidelity to ensure that all students in the district access opportunities. The decline in measurable academic student outcomes is a rallying cry moment. Our community’s future state is inescapably tied to the opportunities our students access in public schools, which is what unlocks the potential of those students to become civically engaged, innovative contributors.

Parker: Behavior can be improved by implementing real consequences for unacceptable student behavior and by teaching and enforcing respect for schools, teachers, fellow students and others. We need to teach responsibility to self, coursework, and community. Implement remedial classes/tutors for those falling behind. We can make students aware of community help by printing suicide hotline numbers on student ID'S for a quick reference. We need to support teachers, stop dividing students and treat all equally with proper respect and love.

Yusuf: When there is a problem, the first thing that comes to mind is to look for someone willing to listen. Children would be comfortable sharing their struggles and find solace in knowing someone else understands their issues. Specific services at each school where students could work with trained professionals would be a major step in the right direction. Students would feel safe and know that their conversations are confidential. Once students feel safe, they will be motivated to learn and catch up with their studies. As a diverse candidate, I will tackle the problems contributing to our children's troubles.

4) School safety has been on the mind of many RPS students, educators, and parents. What kind of response do you feel is warranted to address this issue?

Cook: It’s often repeated that culture beats policy every time. Specifically, our middle schools urgently need a culture adjustment to ensure a school climate that is safe for all students and staff and conducive to learning. Prioritizing intentional development of one-on-one relationships with students, a priority of our superintendent, is vital to creating that school climate.

Parker: We need to provide real officers to patrol our schools, every school, everyday, all day, in uniform. We need to separate disruptors from the classrooms to allow the other students to be able to learn. We need to bring in parents and other community volunteers to observe and help address these issues. We need to review current policies, adjust or replace them, implement and enforce them.

Yusuf: We must honestly ask ourselves, "What would cause a young student to give up hope in life and harm their peers?" The answer to this central question is the basis for our actions to protect our children. Children are pressured by the norms of the day and are often punished for being unique. We need to advocate for a culture that inspires hope in our children. We want to show our children that the world is a much better place. In the short term, we should consider several safety protocols that ensure students attend class safely.

5) There are talks about a referendum in 2023 to cover operating expenses. Do you agree with that direction? And are there other ways you feel the district could work to address budget shortfalls, either through cost reductions or new sources for funding?

Cook: Public education should be funded through income taxes allocated by the state legislature. Even while sitting on a historic surplus, the Minnesota senate’s refusal to fund mandatory public education services such as special education forces local districts into a choice between only two undesirable options: attempting to generate additional revenue through a referendum or cutting programs that negatively affect our students. Absent a change in state funding, the current forecast calls for providing transparency to our community on the details of a potential referendum versus program cuts and putting the issue to the voters.

Parker: Consideration of a new referendum on the heels of the recent referendum is an absolute last resort. Asking the public to be responsible for district overspending is irresponsible. The school district has a half billion dollar budget. The district must operate within its means.There are buildings sitting empty and no one has given a complete answer about future plans for them. Selling them off would provide extra revenue to the district. Community fundraisers could be held to raise funds to provide enhanced educational experiences for all students.

Yusuf: The school board is challenged with its budget deficit, but we must look at new ways to provide education efficiently. We should work with our local businesses through a deeper collaboration that encourages growth while providing best practices. The school board should educate the community about a referendum and how it impacts your cost of living. While a referendum is an option, we should exhaust all other avenues before it is placed on the ballot.

Position 5

1) The School Board recently approved a new 134-page strategic plan that addresses a number of district priorities, from improving educational equity to developing more community partnerships. What do you make of the work that was done?

Jean Marvin (I): “Planning for Purpose,” the District’s Strategic Plan, was created through the collaborative efforts of staff, students and community members who carefully examined the challenges and the possibilities that exist in our schools and our community. The plan is research based and comprehensive, and it addresses virtually every variable that affects education: teaching and learning, communication, supporting and including students and families, accountability, staffing and finances. It clearly and thoughtfully sets out priorities, objectives and specific strategic initiatives to be implemented, and I’m convinced it will be the plan that will improve District efficacy and student outcomes.

Kimberly Rishavy: The current school board has implemented their strategic plan to address violence and low academic outcomes. Unfortunately, it’s just more of the same policies that do not work and have not worked in the past. Their plan is to keep foraging ahead on a social path of belonging, equity and individual attention. The Rochester Public high schools are already below the national level with academics and violence keeps increasing. The time has come to implement rules and consequences and get back to the basics of teaching reading, writing and arithmetic to achieve academic excellence and a safe learning environment.

2) Over the past couple of years, school boards have increasingly found themselves in the crosshairs of political and cultural friction. What do you attribute this to?

Marvin: In any education system the healthy exchange of different opinions and perspectives is valuable: listening to and carefully considering stakeholder feedback is a critically important responsibility of every board member. However, there’s no question that school board meetings, nationwide, have become battlegrounds for some, and school board members have become targets. Increasingly, the issues being raised are not focused on improving schools or supporting students. I think part of the angry rhetoric has grown out of the stress created by the pandemic and the current divisive political scene. Let’s work together for what’s good for our kids!

Rishavy: This is attributed to the current school board implementing the manifestos which are the Equity Statement and Government Speech document as the schools foundation for teachers, students and administration. Unfortunately, the current school board continues to keep pushing this narrative which is bringing politics and personal beliefs into the decision making process. The negative results are evident as published by the Rochester Post-Bulletin. School is a place to teach reading, writing, arithmetic, and real history, not politics and personal agendas.

3) We saw during this pandemic a decline in student outcomes and an increase in reports of issues related to behavior and mental health. What can the district do to help students who have fallen behind and continue to struggle?

Marvin: Over the course of the pandemic there has been a decline in academic performance and an increase in concern about student behavior. Both are critical issues that must be — and are — being addressed. The District has adopted a new reading approach that will raise reading scores. Staff have adapted teaching strategies to better engage learners who are adjusting to full days of instruction in school. Greatly expanded summer school programs, K-12, are helping students catch up. And additional staff as well as comprehensive plans to address negative behavior and to support students’ mental and emotional health are being employed.

Rishavy: The current school board is responsible and owns the devastating impact to students with their unanimous decision to keep the schools closed for too many months. The impact on students because of that decision has caused unnecessary mental health issues including increased violence and disruptive behavior not to mention suicide and deep depression. The last thing kids need now is to be divided by color or race and bring more division instead of safety and unity. The priority should be to hire skilled mental health workers, not equity specialists.

4) School safety has been on the mind of many RPS students, educators, and parents. What kind of response do you feel is warranted to address this issue?

Marvin: Student safety will remain a top priority. RPS has a crisis management plan for the district and for each school site. We monitor single points of entry at each building; visitors must buzz in and enter through the main office. The District, as well as each building, has a School Threat Assessment Team that works with local agencies to follow situations and individuals who may be potential risks. We are focused on student mental health and belonging and have renewed our contract with the Rochester Police Department to keep School Resource Officers in our schools.

Rishavy: In order for the Rochester Public Schools to recover from the current school boards failed policies regarding school safety, new policies need to be implemented. The current school board and Superintendent’s strategic plan to solve the violence problem by focusing on belonging, equity, social engagement and individual attention is not the solution, this only causes confusion as penalties for disruptive behavior are eliminated, reduced or go unreported. Consequences will hold the offender responsible and mental health workers can intervene if necessary. I would also have the Resource Officers help in enforcing rules and consequences.

5) There are talks about a referendum in 2023 to cover operating expenses. Do you agree with that direction? And are there other ways you feel the district could work to address budget shortfalls, either through cost reductions or new sources for funding?

Marvin: Preparing the RPS budget for each school year begins 12 months in advance, and our 5-year plan anticipates and directs responsible fiscal decisions. Important feedback from staff and stakeholders is elicited for both. The recent District deficit was predicted and has already been paid. State funding, the biggest source of revenue for our schools, hasn’t kept up with inflation since 2001. The Federal government continues to significantly underfund special education; districts nationwide have been compelled to ask their community to consider a referendum or determine what cuts will be made. Rochester taxpayers will have the same decision.

Rishavy: The current school board Chair just said at a recent debate there is a $23M deficit that will be eliminated in 3 years. Twenty-four hours later another incumbent board member said budget deficit is zero. Page 7 of their strategic plan states, additional $1000 per student from increased local tax would provide $18M substantially reducing “$23M budget deficit the district is currently facing.” It’s dishonest “claiming deficit” to raise taxes but “no deficit” to help reelection chances. So, no I do not agree with a referendum, the school board needs to stay within the budget.

Note: A third candidate, A. Mohamed “Chief,” did not respond to the questionnaire.

Position 6

1) The School Board recently approved a new 134-page strategic plan that addresses a number of district priorities, from improving educational equity to developing more community partnerships. What do you make of the work that was done?

Patrick Farmer: The information about equality and disparities can be a huge void in whole report. I would look at the mental health and post-secondary education recommendations.

Cathy Nathan (I): The District spent the past year listening to students, families, and educators, and crafted the “Planning for Purpose” Strategic Plan in response. The Plan is designed to help students recognize and realize their purpose in school and life and make the work of educators more purposeful and rewarding. The Plan gives us GPS coordinates the District is working toward, the map to those coordinates is the implementation strategy, and communicating about the Plan gives stakeholders a way to track our journey. The positive results of this Plan for students will be worth the challenging work ahead to make it happen.

Elena Niehoff: I believe that 134 pages of Strategic Planning takes attention away from rigorous academics by mostly focusing on social emotional learning. I believe that equal opportunity for all children, not equity is the best framework for our school environment.

2) Over the past couple of years, school boards have increasingly found themselves in the crosshairs of political and cultural friction. What do you attribute this to?

Farmer: The communist teachers union.

Nathan: Families had legitimate concerns and voiced frustrations they had with changes to school and learning during COVID. Contrast that with some individuals who disrupted school board meetings, whose advocacy was influenced by well-funded, anti-public school activists weaponizing terms like “CRT” and “SEL” to deter school districts from equity work and who used misinformation to question science-based COVID decisions. I have always supported and will continue to welcome a strong family voice in school and District decision-making. I will prioritize information sharing and two-way communication so that families always feel that they are informed partners in their students’ education.

Niehoff: The role of the government according to the United States Constitution is to protect and defend the rights of people, including the rights of all students, parents and employees of District 535. The First Amendment of the US Constitution guarantees every American freedom from “the compelled speech.” A school should put no pressure on a student, parent or employee to accept a particular viewpoint that violates their conscience or family values. This includes viewpoint on sexual orientation, gender identity and pronouns. The rights of some students were violated by the district evidenced in a stakeholder feedback from a webform.

3) We saw during this pandemic a decline in student outcomes and an increase in reports of issues related to behavior and mental health. What can the district do to help students who have fallen behind and continue to struggle?

Farmer: Students will be put on a path of post-secondary education to complete any achievement gaps. In regards to mental problems, therapist will circle the school district as school nurses do. I may also suggest making available pastors and preachers to students. Chaplains are quite good resources in this manner but put priests in the schools. Also athletes can kneel and pray for safety and victory before a game. If Muslims can pray in work and school so to will Christians too.

Nathan: Struggling students and their teachers told us what is needed to support success and the Strategic Plan is designed to respond to those needs. Students want to feel that they belong in their school community; have encouragement and resources to put serious effort into school; and to grow socially and emotionally and have their mental health supported. The Strategic Plan focuses on strengthening staff-student relationships and providing culturally responsive learning environments; includes intensive multi-tiered support for struggling students and a strong foundational education for all; integrates SEL strategies with curriculum and instruction and increases awareness of/access to mental health supports.

Niehoff: I believe parental involvement is the best solution for children with behavior and mental issues. Parents know their children the best. I plan to open the doors for parents to volunteer at schools, during extracurricular activities, sports, and field trips. It will save some staff expenses and improve parents/ teacher’s relationship. Other initiatives will include engaging parents in decision making over children’s health and curriculum, providing parent/child counseling, and offering parents educational material on mental health.

4) School safety has been on the mind of many RPS students, educators, and parents. What kind of response do you feel is warranted to address this issue?

Farmer: There are not enough school shootings to warrant a response to that question. Considering the outrage of public opinion and the waste of time of lawmakers to write and rewrite and re-rewrite gunlaws.

Nathan: In response to the increase in disruptive behavior last year, each school and the District is developing School Climate and Safety Plans for 2022-23, focusing on student belonging and a menu of discipline strategies. Detailed district and building crisis management plans are updated and practiced annually, with single point of entry and emergency notification systems at all buildings. School Threat Assessment Teams collaborate closely with police and county supports to evaluate students following information about a threat to others or risk to self. The Strategic Action Plan focuses on student social and emotional learning and ongoing mental health supports.

Niehoff: I will implement recommendations from the National Association of School Safety Officers. They discuss those recommendations in their report “To Protect and Educate: The School Resource Officer and the Prevention of Violence in Schools”. This report is from actual school safety experts. One example, I would continue to promote the use of the school safety officers, in uniform, to demonstrate to everybody in school that a safe environment is being promoted and present.

5) There are talks about a referendum in 2023 to cover operating expenses. Do you agree with that direction? And are there other ways you feel the district could work to address budget shortfalls, either through cost reductions or new sources for funding?

Farmer: It's necessary to convey to Rochester and its employers that the economy should not encourage growth in district 535. Continuing to run on the current deficit or "zombie budget" is appropriate. I won't support an operating referendum for that reason, however, petitioning the legislature is not out of the question. Probably many school districts will do just that, but the monies should reduce the deficit and not fund a growth budget.

Nathan: Expenditure reductions of $7 million are already planned as part of balancing the budget in the 2023- 24 year. The District has asked legislators to address inadequate State funding for our schools, the prime driver of budget shortfalls. If State per-pupil funding kept pace with inflation, RPS would be receiving additional annual revenue of $17.5 million. If we received full State funding for the special education services we are required to provide, RPS would receive additional annual revenue of $15 million. Absent additional revenue from the State, an operating referendum must be considered to balance the budget in future years.

Niehoff: School board has to prove to the community that it can operate within the budget responsibly. This has not been the case for several years when the board operated in the deficit or recently when it built four new schools during a period of declining enrollment. During the League of Women Voters debate on 7/14/22 it was stated that a new referendum should include additional items on the strategic planning and future budget deficit. No respectful business will plan for future deficits. I propose to cut down the expenses starting with selling the buildings which are not utilized efficiently.