Q&A with Linn-Mar School Board candidate Katie Lowe Lancaster

Katie Lowe Lancaster is running for the Linn-Mar School Board. She is not an incumbent. Here are her answers to a survey we sent to all of the candidates.

Occupation and Employer: First Lutheran Church, Cedar Rapids

How and who should determine curriculum?

The school board oversees administrative management of the district. State, federal, and local public-school guidelines are aligned for consistency, adhering to state laws, and assuring standards are met so that all students are provided an effective education. Linn-Mar has an organizational structure to determine the selection of curriculum in the district’s policies under 600 Series: Educational Program. The board is responsible for the work of the superintendent. The superintendent is responsible for providing on-going review of current curriculum effectiveness and outcomes. The superintendent is tasked with identifying the curriculum team and assuring input is gathered to assess the best educational practices and resources are selected. Teaching and instructional learning teams are provided essential training and resources so implementation of curriculum in the classroom meets standards for learning that will increase the probability that students will thrive beyond graduation from Linn-Mar. Staff is tasked with presenting the board with data with the purpose to reveal strengths, challenges, and recommendations for existing curriculums. Input from students, parents, and classroom teachers currently using curriculums would reveal additional information about existing curriculums that could add essential information to the reports and future selection of curriculums.

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

I want to serve on the school board to assure that all students are provided equal access to a quality public school education so they may thrive while attending Linn-Mar and beyond graduation. Linn-Mar needs leaders who are dedicated to collaborating with one another to identify and address challenges across the district. I care deeply for this community.

I am willing to dedicate myself to becoming proficient in the responsibilities of a board member to effectively oversee Linn-Mar’s organizational policies, structures, and systems to assure accountability for the finances, safety, and educational opportunities for all students. Professionally, I am an ordained pastor for children and families with decades of experience. As a parent, I have experience serving in classrooms as a volunteer, chair of PTOs, chaperone for school activities and trips, coordinator of show choir volunteers. I have served as a chair or as a member of non-profit organizations and have extensive fundraising experience. I am currently serving as the chair of the Marion Parks and Recreation Foundation.

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

I have consistently attended school board meetings for seven consecutive months.

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

1)Implement the Strategic Plan: The recently approved strategic plan is the result of board member dialogue, extensive research, and collaborative decision-making resulting in 5 priority areas. Consistent and intentional commitment to effectively communicate Linn-Mar’s story of success, areas of growth, and acknowledgement of challenges will create a greater awareness and support not only from parents, but include taxpayers, businesses, and legislative leaders. To further the implementation of the strategic goals, I propose that citizens have access to clear and concise explanations of program descriptions including acronyms and limitations on specific funding resources.

2)Tackle financial concerns and communicate with taxpayers on proposed solutions.

As a taxpayer living in the district, I appreciate the dedication of the school administration to provide detailed and accurate financial records. It is daunting but essential to understand the complexity of nine different categories or “buckets” for funding the district’s expenses. Funds are limited from transference from one fund to another. SSA’s have not kept up with the costs of school salaries and general expenses. The district is facing the on-going challenge of insufficient federal funding for the education of special needs students. Linn-Mar has lowered the tax rate in the district two years ahead of schedule. I am ready to use my experience in non-profit financial stewardship and fundraising to serve on the finance committee and voice concerns to the state legislature regarding school funding.

3)Advocate for all students, parents, and staff. The school board is tasked to serve all students. When all students, parents, and staff feel they are personally seen, heard, and valued we strengthen the effectiveness of education throughout the district. The result is a growing community with new neighborhoods, businesses, and the support systems that accompany growth while cherishing the district’s rich history.

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

Strength: The consistent commitment to quality education for all students. A snapshot of the commitment to educational excellence can be seen when seven high school students have been recently named National Merit Scholarship semi-finalist, as well as state and nationally ranked show choir, marching band, and jazz bands, and on-going participation in Special Olympics and countless athletic success to mention just a few. There is a strength to the commitment of parents and teachers to find ways to inspire students to excel while finding their path to next steps in their future. It is essential that the board and professional staff exemplify corporative and collaborative leadership for the needs of the entire district.

Weakness: There needs to be an increased awareness and accountability of how negative and demeaning behavior and attitudes effect everyone in the district. Students need to feel they are physically and emotionally safe so they may effectively learn. Dealing with the issues of bullying, lack of civility, false or misleading sensationalized stories that are later proven to be false have resulted waster energy by leaders and educators. Bad behavior is a distraction from the commitment of being a safe learning environment.

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

Coming out of COVID, the school board, superintendent, and staff continue to interpretate data that reveals student progress and challenges from the use of standardized testing. The process for determining and evaluating school curriculum is in the school policies, #600 series. Discernment on how different grade levels have adjusted with the disruption in classroom in-person learning is still underway. I believe a key factor in the discernment of effective curriculum would be to engage in conversations with students and teachers. Welcome their feedback as to their first-hand challenges.

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

School Board policies for managing the budget for the entire district are provided in the school policy under 800 Series: Business Procedures. It is important for taxpayers to be accurately informed as to how funding for the general budget is determined. The decision and amount Linn-Mar receives does not come from the school but is determined by the state legislation. Linn-Mar’s job is to implement usage of the income. Understanding the purpose of each the nine funding categories and the limitation for their use reveals what can and cannot be done to increase expenses from the general operating fund. It can be misleading to overhear a promise to lower taxes and yet fix deficit expenses by eliminating or transferring funding from a category that cannot be legally used to solve general operating expenses. New buildings and facilities are not paid out of the general operational fund. The current school board was able to lower taxes two years ahead of their goal while providing for outstanding facilities, adjusting to post-COVID needs, and continuing to provide an excellent education for all students. I would not target teacher salaries, district safety, or varied support for the mental health of students. If there was a need for immediate savings in the budget, I recommend public input and work sessions for solution seeking recommendations. Areas of consideration would utilities, building usages, and adapting to on-going opportunities available through technology.

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

The board’s authority begins by complying with state and federal laws. The board’s responsibility is to oversee the management of strategic plans, implementation of policies, assuring standards for education comply throughout the district, establishing and managing budgets, hiring a superintendent, availability to address urgent needs, and a commitment to be come to meetings prepared to dialogue with other board members and vote. A single board member does not authority to make promises, they have but one vote out of the seven. School boards govern at a macro-level of leadership rather than micro.

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

We are facing a national crisis for students and household regarding mental health. On-going concerns with individuals facing isolation is concerning for the well-being of our community. We have an alarming increase in bullying, threats, and poor decision making by students and their peers. I would provide optional and free forums led by professionals from the district and Grant Wood AEA so parents would be able to safely address their concerns and challenges raising students. The goal is to continue to learn how to talk and more importantly how to listen to students thereby hopefully lowering anxiety and increasing wellness across the district.

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

The campaign provided an immediate learning lesson in management of personal communications and citizen engagement. The official first weekend of the campaign I tried to manage my family needs while communicating with a parent from the district. Although the conversation was respectful, the constant dialogue was overwhelming. I made the mistake to block the conversation because of the implied expectation for an immediate response. I have apologized to the person and my apology was accepted. As a board member, I will not block respectful communication from students, parents, teachers, or district staff. I will make myself available to respond to questions with a clear path for communication as well as expectations for a timely response. I will respond to crisis or the need for urgent decision-making. To be more accessible I will dedicate myself to volunteer, attend, and engage with a wide assortment of activities throughout the district.