Q&A with Cedar Rapids School Board candidate Cindy Garlock

Cindy Garlock is running for the Cedar Rapids School Board as an at-large candidate. She is an incumbent. Here are her answers to a survey we sent to all of the candidates.

Occupation and Employer: Retired educator

How and who should determine curriculum?

The most important person to develop and implement curriculum is the classroom teacher. Curriculum should be aligned to national and state standards, which should also be determined by professional educators. Our teachers are trained professionals with expertise in curriculum appropriate to the age level they teach and their knowledge should be respected and sought out in making curriculum decisions.

Why do you want to serve on the school board? What relevant experience do you have?

I have dedicated my life to public education. I proudly served as a classroom teacher in the Cedar Rapids District for 33 years, teaching biology at Wilson, Taft and Kennedy. My experience as a classroom teacher provides me with insight into the day to day work of our staff. I understand the rewards and the challenges and can bring a voice to the board table that reflects both the student perspective and the teacher perspective.

How would you describe your attendance at past school board meetings?

Excellent. In the past four years, I have missed one meeting, due to a death in my family

What are your three top priorities for the school district? What will you do to address them?

The current Board recently adopted the framework for our new Strategic Plan. As part of that process, input from the Board was solicited. That Strategic Plan that was adopted parallels my priorities for the District.

Expanding pathways for all learners - We must have a commitment to our students that we will ensure that they have a plan, pathway and passion for their future. Ensuring brighter futures for our students by mapping out individualized pathways to success by providing opportunities for college credit or certification based on the needs of the student.The expansion of Career & Technical Education (CTE) will assist us in achieving this goal. The proposed bond issue allows for the addition of CTE facilities at our 3 conventional high schools.

Investing in highly qualified staff - In the aftermath of the pandemic, employees are looking for more support and appreciation from us. That can take the form of better professional development, more administrative support, better peer coaching as well as improved compensation. Meager state funding over the past decade has presented us with a challenge. Finding ways to recruit and retain our staff needs creative solutions that are both worthwhile and fiscally responsible. Our programs designed to “grow our own” should be expanded. We should make better efforts to provide training and opportunities for teachers who want to pursue administration. Efforts to identify students who might pursue degrees in education should be encouraged and assisted.

Establishing a physical and cultural school environment that promotes first class learning experiences. Our students deserve the best. And this community can do better in providing for the physical spaces that facilitate the best learning. Many of our buildings are showing their age and are in need of extensive renovation. Many of our current facilities are not optimum for learning in today’s environment of collaboration, community participation and real world experiences. The Facilities Master Plan has a vision for improving every school in the District.

Will you support the proposed Nov. 7 Cedar Rapids school bond referendum? Why or why not?

Yes, I fully support the bond referendum that is on the November 7th ballot. A great deal of time, study, data collection, compromise, and public input has been used to refine the current ask of the community. Extensive community feedback has been collected throughout the process and revisions have been made and will continue to be made as we continue to collect data and feedback. The current plan takes into account the physical needs, the educational needs and the community’s feedback. Our kids deserve the best. And this community has a long history of supporting public education. This plan is fiscally responsible and keeps student learning at the center of all decisions.

Do you support the district's facility master plan? Why or why not?

It has been 23 years since we have asked the community to support our schools via a bond referendum. Our facilities have not kept up with the educational needs of our students. The long range vision in this FMP will increase equity among our buildings and students. It will also provide the necessary facilities to allow students expanded pathways for success via CTE opportunities, job shadows and internships. The overhead expenses that the District is experiencing in keeping old buildings functional and in keeping excess building capacity in use translates into higher costs per student. With scarce state support, that is not fiscally sustainable.

What do you see as strengths and weaknesses of the school district?

Strengths:

Highly trained, skilled and dedicated workforce. We have asked much of our staff during the challenges of the last 4 years and they rise to the occasion every time. They show up, they persevere and they excel, always remembering that we are here to serve our students and our community.

Visionary leadership. Supt. Tawana Grover and her administrative team have set impressive and challenging goals that align with our Strategic Plan. Every goal has measurable outcomes that will be closely monitored and made available to the public so that decision making is transparent. The focus on student outcomes is critical as we make up for learning loss that occurred during the pandemic.

Supportive community. We have great students and staff. The third important component is a community that fiercely supports public education. Not only with words but with concrete actions. When there is an evidenced need, our community has a history of stepping up.

Weaknesses:

Facilities that are outdated and in need of major repairs/renovations to provide the best learning environment for our students.

Our inability to attract and retain the best in the profession. Our salaries have to be able to keep up with private business and surrounding districts. An increase in state aid is imperative and long overdue if we are to continue to be competitive

Communication with the public. In talking to the community about the bond issue, the Strategic Plan and the Facilities master Plan, it is clear that there is a great deal of misinformation and misunderstanding in our community. We need to expand our communications department and explore additional ways to communicate with the public, ie. building tours, regular public forums, etc.

Are there any curriculum concerns you have with the district? Why? How should the school board address these issues?

The Iowa State Legislature has chosen to insert itself into educational and curriculum decisions. I believe that those decisions best be left to the professionals in the classroom who have extensive training and expertise in age appropriate instructional materials. Although we must honor the Iowa state code, I believe our teaching professionals are best qualified to be making decisions about curriculum and appropriate classroom materials.

If you were required to cut the district's budget, what areas would you look to for savings and why?

First, I would like to show appreciation for District staff who have been successfully adapting the challenges presented over the last decade of insufficient school funding. There has been attention and intention around protecting staff positions and classroom instruction. That has been a priority and should continue to be a priority.

There are a few areas that I would look at:

Central Administration - while there has been attention recently to administrative costs in Iowa public schools, I believe that running a large, metro school district requires leadership in a variety of ways and positions. So, while I don’t think we have any “fat” I would also look for ways to consolidate responsibilities, prioritize support positions that directly impact student learning.

Community partners - we have a large number of community partners who assist in working with our students. A complete review of the effectiveness of these partnerships might show us which of these partner relationships are best realizing student achievement gains. If they are not showing student growth, we should renew the contract.

Extracurricular activities - are there economies of scale that we are not utilizing, such as charter bus contracts for events? Are there job-alike positions in various buildings that could be consolidated into fewer positions? Are the number of assistants for various activities necessary to the program?

Are there ways to reduce energy consumption? Investing in renewable energy may have more up front costs but they would likely pay for themselves over time.

What level of control do you think school boards should have?

Decisions should be made as close to the community as possible. Our public schools have a long history of enjoying local control. Every community has unique needs based on its population and circumstances. Local school boards are best suited to make some decisions that are dependent on local conditions.

If the school district had additional funds available, what should they be allocated to? Why?

I would like to see additional funds used to better compensate our staff. They have been dedicated and professional through a number of recent challenges. We have been unable to provide the increases in salaries that would allow them and their families to keep pace with rising costs. Secondly, I would like to see class sizes decreased by hiring more classroom teachers. I know from experience what a difference it makes to have smaller class sizes, allowing for more personalized attention and instruction for our students.

What will you do to be responsive to parents, teachers and district staff? What types of communication should the public expect from you?

I firmly believe it is the role of an elected official to be both visible and responsive to the public. We are elected to be liaisons between the school district and the public. We can’t do that without being readily available and ears in the community As I’ve demonstrated in my first term, I am committed to listening and being present in this community. I will continue to respond to emails and phone calls. You will also find me at many community events, where I can interact with the public.

I encourage anyone with questions, comments, or concerns to reach out. I look forward to hearing from you and rely on your feedback in my decision-making. You can reach me at cgarlock@crschools.us and engage on social media by visiting my school board Facebook page.