|
Age
(
Demographics / Personal Info )
|
57 |
|
Family
(
Demographics / Personal Info )
|
I have been married for over 32 years to my lovely wife Julie. We are both native Kansans. |
|
Occupation/place of employment
(
Demographics / Personal Info )
|
Vice President and Director of Kansas City Operations for URS Corporation. URS is a global Fortune 500 architectural design and engineering services firm.
Email Address: dean_vakas@urscorp.com (w), vakasdj@yahoo.com (h), dean@deanvakas.com (for the campaign)
Website: http://www.deanvakas.com/
|
|
Education
(
Demographics / Personal Info )
|
• Master of Business Administration in Organizational and Financial Management, Syracuse University, Syracuse, New York
• Master of Science in Strategic Resource Management, National Defense University, Washington, D.C.
• Master of Military Art and Science, U.S. Army Command and General Staff College, Fort Leavenworth, Kansas
• Bachelor of Arts in Sociology, Kansas State Teachers College, Emporia, Kansas
|
|
Political experience
(
Demographics / Personal Info )
|
I registered to vote when I first met the age requirement. I have been a good citizen ever since and have faithfully executed my constitutional rights and responsibilities. I have not previously held publicly elected office. |
|
Civic involvement
(
Demographics / Personal Info )
|
• Leadership Olathe Class of 2008
• Kansas Vice President, National Defense Transportation Association
• Society of American Military Engineers
• Olathe, Overland Park and Greater Kansas City Chambers of Commerce
• Veterans of Foreign Wars, Jones-Histed Post 2993
• Olathe Chamber of Commerce Sustainability Task Force
• Olathe Noon Rotary Club
|
|
Number of years you have been a resident of the city
(
Demographics / Personal Info )
|
Four Years. |
|
Would you support an increase in the LOB (Local Option Budget) to enable the district to increase staff salaries?
(
uncategorized )
|
It is extremely important that we appreciate and acknowledge the quality, creativity and commitment of the Olathe USD 233 teachers. A good salary is a key component of this acknowledgement. Olathe teacher salaries are at par to several adjacent districts. However, even at par our teacher’s salaries are too low given our expectations for their competence and commitment.
In order to have the best school district, we need to be able to retain and attract the best teachers. The Board needs to make a special effort to bolster retention efforts on behalf of this quality staff of professionals. We do need to provide for a meaningful raise in teacher salaries.
Recent changes in the state school finance law provide local boards of education with additional authority to increase local mill levies (i.e. the Local Option Budget from 30 to 31% and up to a 5% levy for cost of living weighting for employee compensation) to enhance local funding. I support the possibility of accessing these funding sources as a means to improve our teacher’s salaries. It translates directly to improving the quality of education for the students of the Olathe District Schools.
The Local Option Budget is a technique that we must explore but I don’t think it is necessarily our preferred long term solution. I am prepared to solicit more local funding but we must continue to make a compelling case for a bigger piece of the State and Federal tax dollars that we already pay. Ultimately, our State and Federal governments need to better fund Pre-K-12 educational expenses.
|
|
Do you believe that the cash balances of the school district are too low, about right, or too high?
(
General )
|
Cash balances in the contingency reserves are being maintained at 6% which is the maximum allowed by State law. This money, which equates to about $9 million, is used to provide cash flow to cover operating expenses over the course of the year. This contingency reserve is necessary because State funding is distributed unevenly over the course of the year. The contingency reserve offsets unplanned cash balance shortages that could ultimately impact the Districts credit rating.
It makes some sense for the State to authorize an increase in the contingency reserve allowance given the State is encountering budgetary shortfalls. This would not cost taxpayers more money but it would mean the District would need to budget in a slightly more cautionary manner. This would provide the District some added flexibility in the event the State becomes slow to pay authorized school funding.
There are cash balance issues in other District funding categories. The District has the ability to maintain higher than immediately needed cash balances in several other funding categories and, in some cases, this money can be carried over to the next year. On a category by category basis, this gives the District further budget flexibility. Over the past few years the District has lowered some of these cash balances. This provided some local tax relief in the short term but, in hindsight drawing down reserves that were built up over a number of years has now postured the District to suffer the full impact of looming budget cuts.
Over time, the District needs to increase dwindled cash balances. This may be impossible over the next few years given our recession but, once funding begins to stabilize at an acceptable level, the District should return to strategic fiscal management focused on longer term financial stability.
|
|
How do you feel about the district’s consideration of moving ninth grade students to the high school?
(
uncategorized )
|
Reconfiguration is a good idea. Educational evidence supports that proper implementation can lead to meaningful improved student achievement. The four year high school model is better than the three year program currently in place. Ninth graders receive a richer experience with significantly more educational opportunities and all high school students are better aligned to a four year collegiate model.
The revision of our junior highs to grades 6 - 8 also brings benefits. Sixth graders gain from wider course offerings and, in particular, have access to a more robust math program. Sixth graders will also benefit by having science classes in a lab rather out of a kit which is the method used in the elementary schools. I expect the District will emplace a variety of thoughtful control measures to limit individual and collective student turbulence as we go through this change.
I know some have expressed concerns about children growing up too soon. Reconfiguration does not cause our children to grow up sooner. Rather it helps to ensure they all have the maximum educational opportunity as they are growing at their own pace.
The District will emplace a variety of control measures to limit individual and collective student turbulence as we go through this change.
|
|
What is your position on charter schools/vouchers that allow for public funds to be spent for private schools?
(
uncategorized )
|
I do not support vouchers or tax credits. These can lead to an erosion of the Districts student population, a diminution of the strength of the student body and a loss of critical funding. It’s also a vote of no confidence towards the public school system and this is not acceptable. The flip side is that our public schools must be run in a way that fosters the confidence of every citizen. The theoretical attractiveness of vouchers or tax credits will be eliminated when all of our public schools perform to acceptable levels.
I am generally opposed to charters. However, it is possible for the Superintendent to use selected charters to offer quality alternative education for special categories of students less expensively than in a typical public school. A charter school could be value added to the District as long as the District issues the charter, sets the rules for use of the charter, and holds the charter to the same high standard of performance and standard of academic achievement. I don’t think we want to slam the door on charters. We need to view them with great caution but also need to recognize they could be selectively used to broaden the Superintendent’s kit bag of available educational tools.
|
|
What is the role of a Board member versus the role of the Board? What do you see as the major role of the board of education?
(
uncategorized )
|
A board member has significant individual responsibilities but must always remember that he is a part of the board as opposed to being an independent actor. A school board member must be a sound leader but must be an equally sound team member.
Here’s a paraphrase from an article written by Eric Chester few years ago that sums up fairly well what I think is the role of a school board member: A school board member is an ardent student; absorbing everything related to education; works many hours per week on school business; is a mediator, counselor, and a decision maker; is expected to have tremendous patience and significant wisdom; is a public figure who must be able to constructively accept the criticisms of angry citizens; is a financial expert relied upon to help creatively budget to satisfy everyone\'s needs; has the business acumen to oversee what may well be the community\'s largest business; is an investigator who always stays apprised of student, employee, community and taxpayer needs; can quickly assimilate and interpret significant amounts of information in a short period; remains current on ever-changing education legislation and reforms; is a humanitarian; and is a community leader.
The Board of Education is the governing body of the District’s school system. The School Board and the superintendent are partners, but they have distinctly different roles. Boards govern. Superintendents manage. Governance is the trusteeship of power on behalf of the owners of power; management is the exercise of power under the oversight of governance. As the governing body, the School Board plays a central leadership role:
• It sets the direction and framework for the District organization and educational processes through development of policies that reflect the educational needs and aspirations of the community.
• It provides for continual analysis and monitoring of all conditions affecting education so as to assure that the educational system accomplishes its purpose.
• It provides for the management of the district through the employment, development and evaluation of the superintendent, under whose leadership the school personnel will carry out the policies of the Board for the primary benefit of the students.
• It represents the public constituency and encourages public involvement with and understanding of the schools and it serves as an advocate on behalf of students and their schools to the community at large.
In summary, the School Board provides the vision for the community education system and then formulates the goals, defines the outcomes and sets the course for the District. The Board helps establish standards, determine assessment programs, set accountability procedures, align all activity in support of student achievement, create a positive climate and culture, establish collaborative relationships of all stakeholders and set a framework for continuous improvement.
|
|
What do you see as the major priorities of the school district for the next five years?
(
uncategorized )
|
We are in a serious economic recession which is jeopardizing needed school funding. The next few years will be very difficult for the district and there is real potential to see erosion in the quality of our educational programs. The District needs sound professional guidance in these tough economic times.
Optimistically, it may take several years for the economy to pull out of recession. This year, 2010 and 2011 will all be tough years for the District but better days are ahead. Our actions over these years must preserve the District, re-enforce existing high academic standards and set the stage for an even higher level of performance as budgets begin to return to and stabilize at correct levels.
I think of the District largely in terms of classrooms and what has to happen in the classroom in order to successfully educate students. This is the interaction of student with teacher and curriculum. This is the inner circle and the core of why USD 233 exists. Here are my priorities against the financial backdrop and using this concept as a framework:
• Ensure every student within the district rises to full potential by providing a premier education.
• Ensure we retain and attract the best teachers and central staff.
• Ensure fiscally responsible and sound decision-making underpins all district operations.
We can not let constrained budgets diminish our core educational mission. We must continue to advance the academic performance of each and every student. Our educational programs must be carefully aligned by subject and grade and our post instruction critique/curriculum design review management methodologies must be synchronized with ever increasing NCLB standards. This is a tall order given our diverse student population and growing pool of English Language Learners. We do need to transition to the middle school and four year high school model as soon as possible. We also need to expand options for both full day Kindergarten and Early Childhood classes.
We must act to enhance teacher compensation. Olathe teacher salaries are about par to several adjacent districts. However, even at par our teacher’s salaries are too low given our expectations for their competence and commitment. We also need to fund an appropriate level of professional development. Professional development is, in actuality, much more than a personnel benefit. It ties directly into accelerating student achievement. Professional development in the classroom should be specifically targeted to assisting teachers to best deliver curriculum. Professional development should be tailored to individual needs but the District needs to centrally manage and adequately fund the process to ensure consistent professional development in support of evidence-based instruction.
The District is a big business and a major consumer of our tax dollars. Every decision must be underpinned by sound fiscal management and performance metrics keyed to strategic objectives and long term stability. Expenses that do not offer adequate value do need to be pruned to provide maximum dollars in support of our core educational mission. Running a well led, tightly managed educational enterprise is a Herculean task given accelerated district growth, student diversity and heightening academic standards.
|
|
What changes, if any, would you recommend in the school finance formula?
(
uncategorized )
|
The relatively recent change adding a correlation factor for larger districts that was brought about by the action of the Kansas Supreme Court has been helpful to USD 233. To me, the issue is not necessarily changing the formula further but rather providing an adequate amount of funding to flow through the distribution formula.
The state aid funding formula is set around a $4,433 base per full time equivalent (FTE) pupil. I have never seen a credible analysis of the costs that should be covered by the base. Stated another way, I don’t think the base adequately begins to pay for the true cost of running a well managed, high performance district.
The net impact is that we assume locally an ever increasing share of funding our quality system here in the served by the Olathe District. This may be OK, but my belief is that some of the state tax dollars that we already pay could be better invested in Pre-K-12 education. The State needs to devote more of its existing budget to Pre-K-12 education. It would be even more helpful if the Federal government devoted a larger potion of our current Federal tax dollars to help fund the public school system.
|
|
Do you support recent actions by the Kansas Supreme Court to increase school funding?
(
uncategorized )
|
It is a step in the right direction; a definite improvement. However, it still falls short of the funding necessary to support a first rate education in the State of Kansas. The State Legislature will need to do better in the years to come. The State Legislature does not yet have an acceptable focus on Pre-K-12 Public Education and its significance for the long-term prosperity of Kansas. |
|
Why do you want to serve on the Board of Education and what makes you especially qualified to do so?
(
uncategorized )
|
My wife, Julie and I are native Kansans and we have been married for 32 years. The Olathe,
Overland Park and Lenexa area is a great place. We are proud to live here and we are
committed to an agenda of genuine good citizenship and service to our community.
I have over 35 years of leadership and management experience. Currently, I am Vice President and the Director of Kansas City Operations for URS Corporation; a Fortune 500 global architectural design and engineering services firm.
Previously, I was a career Army Colonel and spent several years at Fort Leavenworth as the
Director of Academic Operations and the Director of the School for Command Preparation for the Army’s Command and General Staff College (CGSC). In this capacity, I oversaw the delivery of educational programs to 16,000 officers annually and helped supervise the professional development for the 300 member faculty.
Specifically related to education, in the past I was selected as a Broad Academy Fellow. This is a nationally acclaimed school district educational leadership executive development program. The program is designed to prepare career educators, senior military officers and corporate fellows for key positions of responsibility in larger school districts.
I’ve also worked for Denver’s Public Schools (DPS) as the Director of Transportation and
Support Services. DPS is a large urban district serving 75,000 students. DPS has 13,000
employees and operates 145 schools.
My military career spanned 30 years and it included eight years of command in the field at
platoon, company, battalion and brigade level. I am very proud to have commanded the First
Armored Division Support Brigade in Europe. Another notable assignment was service as the Chief of Staff for the Chief Operating Officer of the Defense Logistics Agency (DLA) in Washington, D.C. DLA is a $35 billion Fortune 500 equivalent business.
I have held numerous progressive positions of significant responsibility in logistics, engineering, finance, personnel, purchasing and education management. This includes working as a buyer in the corporate purchases department of Proctor & Gamble in Cincinnati.
Throughout my military career I routinely worked with thousands of young men and women who had recently graduated from high schools. I actively served as a mentor helping them to continue to grow and mature into great people.
I believe USD 233 is already one of the best districts in the United States and it has the potential to become an even higher performance district by every standard of measure. However, our District faces a variety of challenges moving forward. Not the least of which is a serious economic recession which is jeopardizing needed school funding. The next few years will be very difficult for the District and there is real potential to see erosion in the quality of our educational programs.
I have the energy, experience and fresh perspective to be a positive part of the team. The
district needs sound professional guidance in these tough economic times. I strongly support
well funded Pre-K-12 Education. My priorities are on target and I can help raise the District to the next level. I can think of no better honor than to be personally involved in the education and development of our 27,000 students.
|
|
If the Olathe District Schools Board of Education is called upon to make significant budget cuts in the 2009 and 2010 budgets, what approach you would take? (For example, should cuts be across the board or should they be more strategically targeted? If the latter, please list the first 5 budget items or categories you would examine to reduce, prioritized from 1 to 5.)
(
Education )
|
The District has been obligated to cut between $1 – 2 million this year. 2010 cuts could range to an additional 10 – 18% of the operational budget. This could easily total about $20 million and would roll the District back to a 2000 – 2001 level of funding. If this materializes it is an absolute budget crisis.
Faced with larger cuts, the District must be viewed strategically using a framework that focuses on the primary educational mission. I think of the District largely in terms of classrooms and what has to happen in the classroom in order to successfully educate students. This is the interaction of student with teacher and curriculum. This is the inner circle and the core of why USD 233 exists. Everything else the District does should support this and can be viewed as ever increasing concentric spheres around this three dimensional core. Arguably, those functions in the outer most spheres are the least important to the core mission and are perhaps the first to absorb large budget reductions. Conversely, making cuts that directly impact the classroom should be a course of last resort.
The District has this sort of process ongoing but the size of the possible 2010 budget cut is devastating. 87% of the District’s budget covers salaries and personnel benefits. From another angle, fully 80% of the District’s budget flows directly to the school houses. This means that classrooms will be unavoidably adversely impacted next year.
The District will act to maintain a flourishing core mission to the maximum extent possible. It’s realistic to expect various academic and non academic programs are being examined on their relative merits and may be eliminated if performance metrics are not adequate to justify their continuation. Administrative and support services functions are under review and a variety of scenarios that translate to levels of service reduction are likely. All District-wide discretionary spending could be stopped, IT life cycles extended, purchasing methods for curricular materials reviewed to ensure best value and walk zones adjusted to save transportation dollars. Student extracurricular activities and some related programs could be reduced or costs further transferred to parents. Finally, hiring freezes, position elimination, salary freezes and reduction of professional development dollars are other possible courses of action.
None of this is a pleasant discussion because virtually everything the District does and virtually every employee is value added and contributes to collective student success. However, tough times require tough decisions. Every cut is painful and has to be approached with sensitivity and thoughtfulness. The District must be run holistically as an academic enterprise. The various systems that make up the District are integrated and separating and prioritizing component parts is controversial. The budget reduction process should be transparent and open to all. It is key, to the maximum extent possible, that reductions are applied in a way that allow for a return of full functionality when budgets eventually improve.
|
Our local school districts are facing the potential of cuts in previously proposed FY2010 funding increases due to the lack of revenue being generated, and projected to be generated, by the state. As a locally elected member of our school board, please explain your perspectives on the following issues:
i. Should statewide tax rates be increased?
ii. Should local tax levels (i.e. property taxes) be increased?
iii. Should the Legislature grant greater taxing authority to school boards to utilize the Local Option Budget?
iv. Should the local school district simply absorb the loss of revenue through spending cuts?
v. Other thoughts/ideas?
(
uncategorized )
|
Generally, I don’t support the increase of State taxes. Existing State income and personal property taxes are already higher than ideal.
Local taxes need to be reviewed. Property taxes could be increased but taxes within Johnson County are already extremely high. We need to take a hard look at where our property taxes currently flow. It might be appropriate to direct additional funds to the school districts from the already available pool of property tax dollars. This is a painful suggestion because it implies that other County or City programs may need to be trimmed in favor of preserving school budgets but City and County leaders need to consider this depending on the level of Pre-K-12 budget cuts that we encounter over the next few years.
Increasing Local Option Budget authority needs to be maintained as an option. It would be good to increase LOB taxing authority now but the case has not yet been clearly made to further exercise this taxing mechanism. I think the case will be made as the full severity school funding shortfalls becomes apparent.
To the degree possible USD 233 needs to absorb cuts. However, the District is a well run operation and has routinely sought business operating efficiencies over the years. There is not much else to trim. It is unlikely that significant cuts in 2010 can be absorbed by the District without degrading the quality of our educational programs. It will be tragic if we let the District start slipping backwards. Once all the facts are on the table, we must act to preserve our high performance District.
The new Federal administration has expressed significant commitment to improving public education. This should translate to Federal funding. Some have long considered the No Child Left Behind Act (NCLB) an unfunded Federal mandate. We should have an expectation that Washington will begin to realign some Federal tax revenues and finally move to fund certain aspects of NCLB. This is a clear investment in the future of our Country and an appropriate use of a portion of our existing Federal tax dollars. A reprioritization of Federal spending will take several years but I believe it will happen.
Optimistically, it may take several years for the economy to pull out of recession. 2011 may be another tough year for the District but better days are ahead. Our actions over the next few years must preserve the District, re-enforce existing high academic standards and set the stage for an even higher level of performance as budgets begin to stabilize at correct levels.
|
