Eight candidates are vying for party nominations for four seats on the Shamokin Area School Board.
The field includes incumbents Brian Persing and Edward M. Griffiths; two former board members, Mark Anonia and Sol Bidding, and four candidates who are running for the board for the first time, Richard Kashnoski, Matthew Reed Losiewicz, Diane C. Serafin and Rosalie Smoogen.
All candidates have filed in both the Republican and Democratic primaries.
The News-Item invited candidates to respond to four questions, and their responses are published below. Their photos are included, when available.
QUESTION No. 1:
Suppose the board, having already eliminated waste and still needing to balance the budget, had to choose between cutting educational programs or increasing property taxes. What course would you pursue?
Mark Anonia: I cannot accept that waste has been truly cut when I see other spending has continued, and, sadly, teachers and staff have lost jobs.
Sol Bidding: Shamokin Area School District must stay within the funds alloted. After the waste issue is resolved, any cuts in educational programs would not be the way I would solve the budget problem. I would end Act 93, which gives 5 percent raises to administrative employees. This cut would save hundreds of thousands of dollars a year. If needed, this is the area where I would cut positions first. Student education is the student's future - to move into higher education, the student's lifelong professional livelihood. Taxation would be the last resolve to end budget problems. Thus, education, first, salary raises last.
Edward M. Griffiths: Last year was the first in 20 years we had to raise taxes, and that was not even a mill. That was due to good management. We had a surplus at one time of $8 million. This governor wants districts to spend their surplus, causing us to raise taxes and, in turn, he can say he did not raise taxes. He is just passing the buck. I won't pull the politician card and say I won't vote to raise taxes. With the price of everything going up, it is almost impossible not to. I am also a taxpayer; that is money that comes out of my family's pocket. We as a board need to look at the whole picture and, hopefully, a tax increase is the last option. Any candidate who says they won't raise taxes just isn't being honest, and they are just telling you what you want to hear. We need to look at the whole picture and make our decisions after taking everything into consideration. Our job is to give our kids the best education so they can be successful and go to college or trade school or just stay here with the education we provided them.
Richard A. Kashnoski: We are only able to raise so much without a referendum, which means you'd never be successful in raising taxes. You'd be forced to cut programs but not without looking into the wasteful spending first. With that being said, wasteful spending to me is the key cut and the path one should take first. By looking into these such items, the school may have opportunities that may not have been considered. One should always look into possibilities and options before doing either. There are always solutions to problems, it's just a matter of how hard the entire board is willing to work together to ensure that we have done the best of our ability before making decisions as mentioned.
Matthew Reed Losiewicz: Both of these avenues are something I wouldn't like to do. Cutting additional programs would be harmful to the children's education. Any raising of taxes is only something we can do to a certain amount, and it is something that would not be enough to rectify our debt situtation. Before choosing either of these options, I would want to look futher into our current excess spending to see if anything could be eliminated or cut back to resolve our budget problem internally.
Brian Persing: No one wants to ever cut education programs, but sometimes we don't have a choice. Taxes in the school district haven't been raised since 1992 and this is part of the problem. Just imagine any business not raising their prices for 21 years. I would definitely be in favor of raising property taxes, but here is the problem: Act 1 only allows the school district to raise taxes to the index, which this year is .69 percent of a mill. What this means in terms of extra money to the district is approximately an extra $69,000 in revenue. This is not a lot of money when you consider it costs the school district $50,000 with salary and benefits to hire a first year school teacher out of college.
Diane C. Serafin: I would respectfully ask what defines "waste." Proverbially speaking, one person's trash is another's treasure. I do not favor cutting educational programs that are curriculum-based and taught by properly certified professionals whose expertise is finely developed in these content areas. To deny students the opportunity to learn developmentally appropriate material from those best qualified to serve their educational future is not a path down which I prefer to travel. Families should know about the options so they may discern the effects on their children. I also do not believe that this issue is an either/or scenario. Other measures, such as using technology to expand course offerings, increasing the collection rate of taxes due, pursuing grant opportunities, re-evaluating the cyber school open door policy and master schedule redesign to accommodate flexibility may be possibilities. Property tax reform is a topic for state legislatures, and options are being generated to adjust the burden on property owners. School board members can assume advocacy roles as they assert the interests of the community. Talking together with the affected populations is a wise course of action to be taken before a cost-revenue analysis is drafted. Presenting "done deals" only negates creative problem solving.
Rosalie Smoogen: First of all, I would want to evaluate the waste which had already been eliminated and see what its total impact had on balancing the budget. Cutting educational programs should not be a choice for balancing the budget. Increasing property taxes should always be a last resort while making sure such an increase, if necessary, would go to the continuance of educational programs, not on wasteful spending. A severe push should also be considered in the collection of all delinquent taxes.
QUESTION No. 2:
If a parent, teacher or ordinary citizen alerted you, as an individual board member, about a potential problem in the school district, how would you go about addressing this concern?
Anonia: I would inform the other members of the board so that we could gain a consensus of how to move forward.
Bidding: First of all, I would bring the issue of concern before the principal of the designated building. The principal would then confront the teacher and the individual. If the problem is not resolved at that level, it would be brought to all board members, the superintendent and the principal. If the issue concerns a school policy, the issue must end with the state and federal educational board policy. No special treatment for anyone concerned.
Griffiths: The administration knows how to run a school district. I wouldn't expect them to tell me how to run a police department. I believe in the chain of command. If there is a problem with a teacher, contact the principal. If there is a problem with the custodial department, get hold of the maintenance supervisor, etc. If you're not happy, then contact the superintendent. If you are still not satisfied, then the board will follow up. I always give the person a follow-up call to make sure they are satisfied.
Kashnoski: All problems need to be addressed accordingly by following the chain of command set forth in the school district - that being the principal and the superintendent first, no matter what the concern. As we have seen in various instances across the U.S., i.e., the Connecticut school shooting, Sandusky and the Boston bombing. As every concern is brought to me, the most critical way to address the concern is to follow up to make sure that it has been rectified. If that means having the police involved, then we do, but each and every problem should be a concern that is looked into.
Losiewicz: First and foremost, I believe in a chain of command. If this issue is something that should be directed to a principal or other administrator, I would advise the parent, teacher or citizen of the correct person to inform, as well as taking it upon myself to relay the message to that person. A chain of command should always be followed to ensure the system is working properly and that the current administration is handling the issues that may arise. If this issue was something that was in need of immediate attention and was something only the school board itself could fix, I would immediately inform all members of the problem so that as a group we could handle and resolve the issue.
Persing: Over my past 3 1/2 years on the school board, I have fielded many complaints from parents, teachers, students and employees. I am a firm believer in a chain of command, but that doesn't seem to work in our school district. Being president of the board, I would meet with our superintendent and the building principal where the complaint or concern arises. I let them handle the problem; after all, this is their job. If this doesn't get any satisfaction from the party involved, then I will look into this personally and together we will get to the root of the problem. I then will call the concerned party and let them know what we found out. I will always call back anyone who has ever called me about a problem.
Serafin: My course of action would be to listen to the person and ask for minimum factual details, without violating confidentiality or discussing what may be personnel issues. I do not believe that this is a "top-down" strategy to implement. I would respect the person's confidence in me, and ask the person to express the concern directly and personally to appropriate personnel. Emergencies should always be directed to a building administrator. Scheduling time to present a concern is a courtesy of practice, as a "walk-in" appointment may not always be feasible. As a second strategy, and in each case, I would recommend that the concerned person document the efforts at contacting appropriate personnel, note the outcome, and move up the established "chain of command" if the issue remains unresolved. I would trust that paid personnel listen to and provide direction on the issue. If the intervention of the school board is required, then standard practice applies. I also believe that the network of people who are responsible for the many jobs in the school district should be made public on an improved, consumer-friendly school district website, as well as in publications to students and their families.
Smoogen: I would address all concerns about potential problems by following the proper chain of command after assembling all available details. I would follow each issue through until a satisfactory conclusion could be made.
QUESTION No. 3:
In what specific area (financial, academics, extra-curricular activities) does the Shamokin Area School District most need improvement?
Anonia: Academics, because cutting programs - specifically music, which is crucial to child development - we are literally moving backward.
Bidding: In my opinion, extra-curricular activities are all privileges. They are not required educational programs. A school board hires coaches. Let the coaches coach, and school directors should stay off the field and let them do their jobs. Athletes must meet certain grade levels to play. Hiding failures at any level does not help the student, and should be met with resolve by the school board. If needed, cut coaching staff, saving thousands of dollars a year. Now an educational program can be saved that is required for graduation. Educate an athlete, and you create a sound student/athlete. Fail to educate an athlete and you fail to create an individual with other potentials. I would, however, try to preserve the arts since they are valuable tools to enhance the overall character of our individual students in their future endeavors.
Griffiths: You can always improve in everything. We have been meeting all our goals in PSSA testing. We could use more money from the state, but the administration has been creative with ways to offset that with us taking over education at Northwestern. Our sports teams are improving. We have Chris Zimmerman as the basketball coach; he puts his heart and soul into a program which has been successful for years, thanks to Coaches Probert and Klebon. The new football coach hit the ground running, putting in an unbelievable amount of time. Softball and baseball are close to making districts. Swimming had kids go to states. Volleyball and girls and boys soccer have been successful. The wrestling program has consistently been successful. Coach Rogers' track teams are always competitive, and Coach Callahan's girls basketball program is one of the best in the area, I don't know how we can improve our music program, and our plays get better every year. Where we can improve is remembering these are kids who get paid nothing and coaches who put in long hours for very little pay. They are somebody's son or daughter and wife and husband who are giving us pretty good entertainment for a minimal admission price.
Kashnoski: Turning your back by not being concerned with all of the topics can lead to the downfall of each of them. Cause and effect interrelate with all of these issues. Staying on top of finances feeds the ability to allow for extra-curricular activities and academics. Improvement is something like a relationship; it needs to constantly nurtured. By doing this, you ensure longevity and stability.
Losiewicz: Well, it is obvious from the first question we need to balance our budget as soon as possible. Without a balanced budget, we cannot move forward in reinstituting programs such as art and music back to our elementary. Programs like these I would like to see back in the very near future. I believe these programs are as crucial in a child's development as math or history. These programs, in my opinion, can help better a child's creative thinking process as much as strengthen their skills in academics.
Persing: I think we need improvement in all areas. Nobody or no one is perfect. Our financial situation can always be better, when you have to cut $5.6 million from the budget. That's never a good thing. Our extra-curricular activities need work also. We must be more consistent with our student athletes and the discipline. Sometimes I think some of the athletes think the rules don't apply to them. Everybody wants to win, but at what cost? If we don't have discipline, we will never win. As far as academics, I don't know of any school board that turns anything down when it comes to academics. Remember, this is what it is all about. We are a school first. We have a curriculum coordinator that does a top-notch job making sure that Shamokin Area has top-notch academics for all of our students.
Serafin: As an employee, I observed much strength in our academic program offerings, but there is room for change. I do believe we need to reinstate several programs eliminated last year, including fine arts and library-based reading and research skill development. We should investigate pooling resources via teleconferencing classes with current low enrollments, as well as for students who are homebound for a limited amount of time. Evaluating the progress and requesting employee insights of the change in the model of our career-technical programs should occur. Using the Keystone assessments as a guide, reviewing our graduation requirements and current scheduling practices might generate alternatives. I also believe there is a need to reassert positive behaviors, attitudes and academic performance as expectations for students and staff, even though current and changing social norms do present obstacles. Disproportionate amounts of time are spent on repeated disciplinary, academic and attendance concerns with the same basic population of students. Mandated enrollment in district-based alternative education placements might better accommodate those children whose life paths, behaviors and academic levels do not match appropriate developmental levels. This is one way to address the issues of the high-needs students until they can keep pace with the regularly-scheduled population.
Smoogen: I think that all school districts are continually looking for improvements to financial, academic and extra-curricular activities and I would want to continue studying the progress in all of these areas in order to make Shamokin Area the best it can be.
QUESTION No. 4:
What is the primary motivation behind your decision to run for the school board?
Anonia: As I stated in my campaign announcement, "My motivation to run for the board comes directly from 'our' children's education, my pride in the community and my concern over how money is spent. My agenda was and is to do what I can to assist the school corporation in promoting excellence and lifelong learning in our children: and to promote and facilitate excellence and best practices with all of our staff in the best use of our resources."
Bidding: This is a simple question. I want my fellow taxpayers to fund the education of their children. Shamokin Area School District is an institution of education. It is not an employment agency for directors' family members, nor was it ever a sports academy for forming future professional ball players. It needs to be, however, an institution of learning where students can excel, be safe, not be bullied by other students and continue on with their hopes for the future. Our children deserve the right to a good education, great teachers and a safe school environment. We pay $28-30 million for such an education, and we/you should demand our money's worth. Directors should stop fighting among themselves. We lead by example, and we are doing poorly by our actions so far. The people who elected us do not care who we like or dislike. They trust that we can come together as a board and put our petty differences aside to concentrate on our children's educational needs. If we can do that, perhaps they can become better leaders than we are, because of our example.
Griffiths: One of my motivations is the same as what everybody is going to say, as they should - it's for the kids, education and taxpayers. The most important to me is trying to give back for what this community has done over the years for me and my family, which I will never forget. This is a position where you can't be a career politician because there is no pay and you have to want to do it. There are a lot of good candidates to choose from, probably the best group I have had to run against. I have known Richie Kashnoski since he was a kid, the same with Matt Losiewicz, whom I coached. Brian Persing has put in a lot of time, and Sol Bidding's heart is in the right place. Mark Anonia was a good director when he served. I believe we all have the best interest for the district, and not agendas or vendettas.
Kashnoski: My primary motivation is to bring the school district to a place where it strengthens the community through the development of our youth. This promotes healthy living and creates social responsibility. Creating options for our district by doing this not only makes us stronger, it sets us above the pack and leads us in the right direction. My primary goal is to ensure our district has the programs, teachers and fundamentals to run effectively. Too many times, we have seen people give up and turn their backs on a challenge. My primary motivation is to tackle those tough challenges and create options for our district. We have too many opportunities in front of us to not take advantage of them, and we can eliminate wasteful spending and promote a wealthy and rich district. Not just wealthy in the terms of money, but wealthy in the terms of knowledge, education, and extra-curricular activities which engage our youth. I want to get the community involved, engaged and become an active participant at all meetings. Promoting communication and creating a two-way street will ensure that all thoughts and concerns are considered. The best knowledge is that of the rock that was not overturned.
Losiewicz: In the past year, I have devoted my time to help better this community. I have been nominated and sit as second chair on the Shamokin Planning Board, and I have helped to start a local non-profit, "Coal City Revitalization," on which I am serving as the acting president. Both these ventures were started with the sole purpose of finding ways to improve our area and community. When I made my decision to run for school board, it was a very simple choice. I believe rectifying our educational system as a whole is a great foundation for bettering our community for the future.
Persing: I'm hoping all candidates answer this question truthfully. In the past, we had people run for the school board with an agenda or an axe to grind with someone or something in the district - and that's wrong! My motivation is simple. I love to work for the kids, either on the school board or helping the kids have food and toys for Christmas through my work with the Salvation Army, or as president of the basketball boosters giving back to the cheerleaders and players. I want the Shamokin Area School District to be best school it can possible be. I feel that I can make a difference in our children's lives. That's my motivation - the kids.
Serafin: I have chosen to seek election as a school director for the Shamokin Area School District because I believe in this region, its people, our schools, and our personnel. I am unafraid to ask pointed questions, consider educational concerns, assess financial implications, and examine issues from multiple points of view. I know when and how to ask for, listen to, and receive assistance in areas where my knowledge and experience differs from those of colleagues. I am the grandchild of immigrants whose plans included formal education for their children. My grandparents' dreams became part of my educational achievement. I have been employed as a professional educator for nearly 35 years, on both the secondary and postsecondary levels. I have seen programs change as government mandates shifted on the political spectrum. Education is a profession in which I take pride, and from which I will retire with few regrets. My perspective may be valuable, but it is one of many needed from our community. Together, nine elected residents approve the course of action for our collective future: our community's youth. This is a time of service for me, if like-minded voters share my convictions.
Smoogen: After 34 years of employment with the school district, I have become familiar with its financial, academic and sporting programs and have often felt that expenditures could be monitored more closely and I would strive to work hard to see that we stay within our financial means.