(uncontested)
Cathy Albrecht
Jean Hahn
Brad McLane
Cathy Albrecht
Jean Hahn
Brad McLane
Cathy Albrecht
Biography
I am currently finishing my first 4-year term on the New Trier BOE, serving as Vice President. I am a principal and co-founder of a business with my husband which we formed in 2005. Before that I was a partner and associate in a Chicago law firm in mergers & acquisitions and international transactions. I graduated from Northwestern in law and undergrad in journalism. We’ve lived in Wilmette for 21 years and have 2 children who graduated from New Trier.
Voter Guide Responses
What do you hope to accomplish if you are elected to the Board of Education? Please explain why these goals are priorities for you.
I will use the experience I have gained in my first term on the BOE to further support New Trier into its next phase of 21st century educational excellence while exercising prudent financial management. New Trier is a lighthouse district recognized nationally for its development of the whole student, focused on challenging each student at the appropriate rigorous level and preparing each graduate to succeed in an increasingly complex world. That preparation involves student intellectual growth, refinement of critical thinking skills, and social and emotional well-being. Excellence in education also requires exceptional quality in teachers and administrators, a healthy, safe and innovative physical learning environment, and careful management of taxpayer dollars. On an annual basis New Trier will be setting specific goals in each of these categories in accordance with the newly adopted Strategic Plan New Trier 2030 (further described below in #2). The Strategic Plan was a community-wide effort to identify core values for the District for the next 10+ years. A priority of the Board over the next four-year term will be to ensure that annual and longer term goal-setting within those core values reflects the needs of the New Trier community for that period and that the goals are accomplished.
What are your thoughts on NT2030, and what goals and objectives would you like to see prioritized in the annual district and superintendent goal-setting process during your term in office?
The Strategic Plan New Trier 2030 is guided by New Trier’s motto of Committing Minds to Inquiry, Hearts to Compassion, and Lives to the Service of Humanity. With input from parents, students, staff, alumni and community members, teams identified six categories or frameworks to lead New Trier to year 2030 and agreed to core values within each framework. The six frameworks are: (1) Intellectual Engagement, Growth, and Readiness, (2) Student Personal Growth, Engagement, and Well-being, (3) Culture, Climate and Equity, (4) Leadership Throughout the School, (5) Community Engagement, Partnerships, and Governance, (6) Finance, Facilities, and Human Resources. Annually going forward, New Trier will establish specific and measureable strategies to meet identified goals within each framework which will be based on student and community needs at that time. The Superintendent’s annual evaluation in large part will be categorized around each of those frameworks and will measure progress on and completion of annual goals and strategies. As a Board, our responsibility is to review and approve goals and strategies, and measure success. The annual goal-setting flexibility in this model allows the administration and the Board to address current issues as they arise and reprioritize at that time, rather than trying to predict now what those priorities will be years out. For example, I participated in the Community Engagement, Partnerships, and Governance framework committee and we set a general goal to provide more opportunities for younger students in the community to become more familiar with New Trier. In listening to the New Trier students on our committee we then prioritized a specific goal of reducing the stress some 8th graders feel about leaving the familiarity of elementary school and advancing into the new experience of New Trier. To apply a strategy to this specific goal, New Trier just piloted face-to-face registration conferences at two elementary schools with parents and students to provide a more personal experience for incoming freshmen, and next we will be evaluating the success and feasibility of that strategy.
How would you approach the next budget and tax levy cycles given the current financial picture of the district and its short-term and long-term needs?
New Trier conservatively manages its finances, budgets and plans accordingly and has adequate reserves. I would expect the next budget cycle and levy would be similar to recent cycles of levying to capture the CPI increase and new property additions for the period. The Board and administration understand the faith the taxpayers put in them in approving the capital project referendum for the Winnetka campus new west wing and there are no current plans to pursue a referendum for operating revenue in the foreseeable future. That assumption, however, is based on no material reductions in revenue or increases in expenses in the near future outside the control or expectations of New Trier, such as could be caused by a prolonged property tax freeze, a sudden pension cost shift of the state’s liability onto the District, or other similar extraordinary events. If any of those types of events happen, New Trier would engage the community in conversation to determine how New Trier should proceed.
How do you think New Trier should address the security challenges at the two very different campuses?
Our students and staff must feel safe in their physical learning environment for us to deliver a superior intellectual and personal growth educational experience. New Trier recently has instituted a number of new security measures at both campuses – some which are public and visible, and some which are not. Both campuses have upgraded their background check and visitor registration procedures. Public entry points have been limited, doors are locked and students are instructed to not let in visitors at other doors. Shatterproof coatings have been added to glass at both campuses and other technology-related upgrades have been made for greater security and timely alerts and response. There are Resource Officers at each campus provided by the local police departments. Double entry vestibules were constructed last summer at Winnetka so that visitors must be buzzed in and guards have more time to view who is entering the building. Our plans for Northfield, with its separate buildings and outside hallways, are to provide the same level of physical safety, security, and limited visitor access as Winnetka and we recognize it is more complicated with the open campus model. More details will be announced soon. We have been working with local police and security consultants and reviewing, revising and finalizing plans for Northfield over the past months.
Equally important is the emotional well-being of our students and supporting those at risk. The adviser system helps in creating long-term bonds and increased awareness of student personal troubles or changes in personality. Social workers are onsite to counsel or refer those needing additional supports. New Trier’s goal is that every student can identify at least one teacher, adviser or other staff person whom they would seek out for personal advice or comfort, with confidence that that person truly cares.
What environmental and sustainability issues would you like District 203 to address?
New Trier has so much to be proud of in its sustainability efforts that there is a full page of accomplishments on the New Trier website. Find it under the Parents/Community tab and scroll down to “Sustainability”. When building the new west wing at Winnetka we could build a sustainable part of the campus from the ground up, which isn’t the same situation with the older structures on both campuses. The Board voted to build the new west wing to achieve LEED certification status meant to recognize environmentally friendly and energy efficient new construction. While we are still waiting for proof of our final level of certification, we met or exceeded Silver status and may have achieved Gold status. In the older buildings when we renovate or replace systems we do so with high energy efficient systems such as high energy efficient heating and hot water boilers and refrigeration compressors. Lighting in new and old parts of New Trier is fitted with sensors to save energy and turn off lights when areas are not in use. With other technology advances in lighting, New Trier also has been able to add LED lights in the older parts of the buildings without replacing the fixtures. New Trier’s Environmental Committee, which includes students, staff and community members, has inspired multiple green initiatives on both campuses, including initiating composting efforts and refining advanced recycling efforts in the cafeterias and across the campuses. Administration also continues to explore the feasibility of solar power and where and when it could be used most effectively. As a Board member I support New Trier’s dedication to sustainability and the many environmentally-friendly projects it has completed and plans for the future.
I am currently finishing my first 4-year term on the New Trier BOE, serving as Vice President. I am a principal and co-founder of a business with my husband which we formed in 2005. Before that I was a partner and associate in a Chicago law firm in mergers & acquisitions and international transactions. I graduated from Northwestern in law and undergrad in journalism. We’ve lived in Wilmette for 21 years and have 2 children who graduated from New Trier.
Voter Guide Responses
What do you hope to accomplish if you are elected to the Board of Education? Please explain why these goals are priorities for you.
I will use the experience I have gained in my first term on the BOE to further support New Trier into its next phase of 21st century educational excellence while exercising prudent financial management. New Trier is a lighthouse district recognized nationally for its development of the whole student, focused on challenging each student at the appropriate rigorous level and preparing each graduate to succeed in an increasingly complex world. That preparation involves student intellectual growth, refinement of critical thinking skills, and social and emotional well-being. Excellence in education also requires exceptional quality in teachers and administrators, a healthy, safe and innovative physical learning environment, and careful management of taxpayer dollars. On an annual basis New Trier will be setting specific goals in each of these categories in accordance with the newly adopted Strategic Plan New Trier 2030 (further described below in #2). The Strategic Plan was a community-wide effort to identify core values for the District for the next 10+ years. A priority of the Board over the next four-year term will be to ensure that annual and longer term goal-setting within those core values reflects the needs of the New Trier community for that period and that the goals are accomplished.
What are your thoughts on NT2030, and what goals and objectives would you like to see prioritized in the annual district and superintendent goal-setting process during your term in office?
The Strategic Plan New Trier 2030 is guided by New Trier’s motto of Committing Minds to Inquiry, Hearts to Compassion, and Lives to the Service of Humanity. With input from parents, students, staff, alumni and community members, teams identified six categories or frameworks to lead New Trier to year 2030 and agreed to core values within each framework. The six frameworks are: (1) Intellectual Engagement, Growth, and Readiness, (2) Student Personal Growth, Engagement, and Well-being, (3) Culture, Climate and Equity, (4) Leadership Throughout the School, (5) Community Engagement, Partnerships, and Governance, (6) Finance, Facilities, and Human Resources. Annually going forward, New Trier will establish specific and measureable strategies to meet identified goals within each framework which will be based on student and community needs at that time. The Superintendent’s annual evaluation in large part will be categorized around each of those frameworks and will measure progress on and completion of annual goals and strategies. As a Board, our responsibility is to review and approve goals and strategies, and measure success. The annual goal-setting flexibility in this model allows the administration and the Board to address current issues as they arise and reprioritize at that time, rather than trying to predict now what those priorities will be years out. For example, I participated in the Community Engagement, Partnerships, and Governance framework committee and we set a general goal to provide more opportunities for younger students in the community to become more familiar with New Trier. In listening to the New Trier students on our committee we then prioritized a specific goal of reducing the stress some 8th graders feel about leaving the familiarity of elementary school and advancing into the new experience of New Trier. To apply a strategy to this specific goal, New Trier just piloted face-to-face registration conferences at two elementary schools with parents and students to provide a more personal experience for incoming freshmen, and next we will be evaluating the success and feasibility of that strategy.
How would you approach the next budget and tax levy cycles given the current financial picture of the district and its short-term and long-term needs?
New Trier conservatively manages its finances, budgets and plans accordingly and has adequate reserves. I would expect the next budget cycle and levy would be similar to recent cycles of levying to capture the CPI increase and new property additions for the period. The Board and administration understand the faith the taxpayers put in them in approving the capital project referendum for the Winnetka campus new west wing and there are no current plans to pursue a referendum for operating revenue in the foreseeable future. That assumption, however, is based on no material reductions in revenue or increases in expenses in the near future outside the control or expectations of New Trier, such as could be caused by a prolonged property tax freeze, a sudden pension cost shift of the state’s liability onto the District, or other similar extraordinary events. If any of those types of events happen, New Trier would engage the community in conversation to determine how New Trier should proceed.
How do you think New Trier should address the security challenges at the two very different campuses?
Our students and staff must feel safe in their physical learning environment for us to deliver a superior intellectual and personal growth educational experience. New Trier recently has instituted a number of new security measures at both campuses – some which are public and visible, and some which are not. Both campuses have upgraded their background check and visitor registration procedures. Public entry points have been limited, doors are locked and students are instructed to not let in visitors at other doors. Shatterproof coatings have been added to glass at both campuses and other technology-related upgrades have been made for greater security and timely alerts and response. There are Resource Officers at each campus provided by the local police departments. Double entry vestibules were constructed last summer at Winnetka so that visitors must be buzzed in and guards have more time to view who is entering the building. Our plans for Northfield, with its separate buildings and outside hallways, are to provide the same level of physical safety, security, and limited visitor access as Winnetka and we recognize it is more complicated with the open campus model. More details will be announced soon. We have been working with local police and security consultants and reviewing, revising and finalizing plans for Northfield over the past months.
Equally important is the emotional well-being of our students and supporting those at risk. The adviser system helps in creating long-term bonds and increased awareness of student personal troubles or changes in personality. Social workers are onsite to counsel or refer those needing additional supports. New Trier’s goal is that every student can identify at least one teacher, adviser or other staff person whom they would seek out for personal advice or comfort, with confidence that that person truly cares.
What environmental and sustainability issues would you like District 203 to address?
New Trier has so much to be proud of in its sustainability efforts that there is a full page of accomplishments on the New Trier website. Find it under the Parents/Community tab and scroll down to “Sustainability”. When building the new west wing at Winnetka we could build a sustainable part of the campus from the ground up, which isn’t the same situation with the older structures on both campuses. The Board voted to build the new west wing to achieve LEED certification status meant to recognize environmentally friendly and energy efficient new construction. While we are still waiting for proof of our final level of certification, we met or exceeded Silver status and may have achieved Gold status. In the older buildings when we renovate or replace systems we do so with high energy efficient systems such as high energy efficient heating and hot water boilers and refrigeration compressors. Lighting in new and old parts of New Trier is fitted with sensors to save energy and turn off lights when areas are not in use. With other technology advances in lighting, New Trier also has been able to add LED lights in the older parts of the buildings without replacing the fixtures. New Trier’s Environmental Committee, which includes students, staff and community members, has inspired multiple green initiatives on both campuses, including initiating composting efforts and refining advanced recycling efforts in the cafeterias and across the campuses. Administration also continues to explore the feasibility of solar power and where and when it could be used most effectively. As a Board member I support New Trier’s dedication to sustainability and the many environmentally-friendly projects it has completed and plans for the future.
Jean Hahn
Biography
I have long defined myself as an educator at heart. I grew up outside of Boston, MA, where my parents still live. I got my B.S from the University of New Hampshire in Child Studies and Psychology and my M.Ed. from Lesley College. I was lucky enough to teach 1st grade and then become an elementary school principal in the Bay Area CA; Cambridge, MA and most recently at Francis W. Parker School in Chicago.
After my two daughters were born (currently ages 9 and 7), I left my job as a principal at Parker to stay home with my children while dedicating time to my community. Currently, I supervise student teachers in pursuit of their M.Ed at Northwestern. I have also been involved with Wilmette schools since we moved here in 2014. I advocated for Full Day Kindergarten and have served as a room parent, on the Newcomer’s Committee at Central and on the Community Review Committee for the district.
Voter Guide Responses
What do you hope to accomplish if you are elected to the Board of Education? Please explain why these goals are priorities for you.
I am a proud product and supporter of public education, with professional experience in a variety of school settings. I will draw on my background in school leadership to help ensure a smooth and successful transition for our new superintendent. Dr. Lechner has led our district well and is leaving us poised to capitalize on this opportunity of change in leadership to bring our schools to the next level of excellence. Sydney Harris tell us, “The whole purpose of education is to turn mirrors into windows.” We ask this growth mindset of our students, and we must demand it of ourselves as district leadership, as well. I believe our district can become a leader in providing research-based, forward thinking programming that provides our students with the tools they will need as they move into high school and beyond – and into the careers of the future. As a member of the Board, I pledge to be accessible to the community at large and to do my best to represent the interests and ideas of all constituents. I will bring the voice of a parent of
younger children to the diverse perspectives of the board. I do not have an agenda of set initiatives. I promise to listen, to learn, to work hard and to advocate for our children, for our schools, and for our community as a whole.
How would you approach the next budget and tax levy cycles given the current
financial picture of the district and its short-term and long-term needs?
I have always been grateful for the board’s careful stewardship of our tax dollars and planning for our facilities. Our district continues to earn the highest “Financial Recognition” for financial stability. The recent definition of a minimum fund balance at 40% as a safety net, as well as a defined 65% upper limit leaves us on solid financial footing. There will always be more items on our wish list than we are able to fund. But defining a compelling strategic plan can help us prioritize these needs and allow us to stay agile while maintaining fiscal discipline. In all financial decisions, I will continue to balance the absolute best use of taxpayers’ money with ensuring that our students receive the very best education we can offer.
Are there any changes you would like to see in the way District 39 handles school
security, either in security procedures or in communications to the community?
When we send our children off to school each morning, we need to know that their safety is our schools’ top priority. I am grateful for the recent changes D39 has implemented. Entrance and exit points have been streamlined. We have enhanced security at school offices, including cameras, double door entries and sign in procedures for guests. Also, as part of the strategic plan, the board is committed to continuing training with the Wilmette Fire and Police Departments. Most importantly, however, I appreciate the relationships our school personnel develop with students. They are committed to knowing and appreciating each child in their care. Our teachers, administrators and specialists have mechanisms in place to assess who might be at
risk and to intervene with students who may feel isolated. As a concerned parent, I feel assured that our children’s safety is well planned for. As a board member, I will ensure that we continue to monitor the processes we have in place and keep this as a top priority.
How effective is the strategic planning process in your view? Are there any changes you would like to see?
I encourage all voters to read the strategic plan for District 39. Our administrators and the board have tackled essential topics for improvement head on, with a robust plan for
implementation and reflection. Their plan is thorough and transparent. I would like to see us refine this process through additional community input from all stakeholders and to plan further into the future beyond the current five-year model. My goal is for us to plan beyond a tactical level. We find ourselves, at times, following trends at the tail end rather than tackling problems head on, and being the leaders I know we can be.
What environmental and sustainability issues would you like District 39 to address?
“You cannot get through a single day without having an impact on the world around you. What you do makes a difference and you have to decide what kind of a difference you want to make.”-Jane Goodall
It is imperative that we lead our students to be wise stewards of our natural environment. I strongly support Dr. Lechner’s recommendation that the CRC study the issue of sustainability next year, and that we create bold policies based on the study’s findings. We need to ensure that our schools serve as models of environmental sustainability. In juxtaposition with the time our children spend indoors and online, we must teach them where our food comes from and to connect them with the outside world. Let’s optimize our student programming so that our children learn how to be effective and empowered stewards of our environment. I will also stay vigilant in ensuring that our buildings are constructed and maintained with as green a footprint as possible. I strongly support exploring the feasibility of solar panels and transitioning our buildings to more renewable sources of energy.
I have long defined myself as an educator at heart. I grew up outside of Boston, MA, where my parents still live. I got my B.S from the University of New Hampshire in Child Studies and Psychology and my M.Ed. from Lesley College. I was lucky enough to teach 1st grade and then become an elementary school principal in the Bay Area CA; Cambridge, MA and most recently at Francis W. Parker School in Chicago.
After my two daughters were born (currently ages 9 and 7), I left my job as a principal at Parker to stay home with my children while dedicating time to my community. Currently, I supervise student teachers in pursuit of their M.Ed at Northwestern. I have also been involved with Wilmette schools since we moved here in 2014. I advocated for Full Day Kindergarten and have served as a room parent, on the Newcomer’s Committee at Central and on the Community Review Committee for the district.
Voter Guide Responses
What do you hope to accomplish if you are elected to the Board of Education? Please explain why these goals are priorities for you.
I am a proud product and supporter of public education, with professional experience in a variety of school settings. I will draw on my background in school leadership to help ensure a smooth and successful transition for our new superintendent. Dr. Lechner has led our district well and is leaving us poised to capitalize on this opportunity of change in leadership to bring our schools to the next level of excellence. Sydney Harris tell us, “The whole purpose of education is to turn mirrors into windows.” We ask this growth mindset of our students, and we must demand it of ourselves as district leadership, as well. I believe our district can become a leader in providing research-based, forward thinking programming that provides our students with the tools they will need as they move into high school and beyond – and into the careers of the future. As a member of the Board, I pledge to be accessible to the community at large and to do my best to represent the interests and ideas of all constituents. I will bring the voice of a parent of
younger children to the diverse perspectives of the board. I do not have an agenda of set initiatives. I promise to listen, to learn, to work hard and to advocate for our children, for our schools, and for our community as a whole.
How would you approach the next budget and tax levy cycles given the current
financial picture of the district and its short-term and long-term needs?
I have always been grateful for the board’s careful stewardship of our tax dollars and planning for our facilities. Our district continues to earn the highest “Financial Recognition” for financial stability. The recent definition of a minimum fund balance at 40% as a safety net, as well as a defined 65% upper limit leaves us on solid financial footing. There will always be more items on our wish list than we are able to fund. But defining a compelling strategic plan can help us prioritize these needs and allow us to stay agile while maintaining fiscal discipline. In all financial decisions, I will continue to balance the absolute best use of taxpayers’ money with ensuring that our students receive the very best education we can offer.
Are there any changes you would like to see in the way District 39 handles school
security, either in security procedures or in communications to the community?
When we send our children off to school each morning, we need to know that their safety is our schools’ top priority. I am grateful for the recent changes D39 has implemented. Entrance and exit points have been streamlined. We have enhanced security at school offices, including cameras, double door entries and sign in procedures for guests. Also, as part of the strategic plan, the board is committed to continuing training with the Wilmette Fire and Police Departments. Most importantly, however, I appreciate the relationships our school personnel develop with students. They are committed to knowing and appreciating each child in their care. Our teachers, administrators and specialists have mechanisms in place to assess who might be at
risk and to intervene with students who may feel isolated. As a concerned parent, I feel assured that our children’s safety is well planned for. As a board member, I will ensure that we continue to monitor the processes we have in place and keep this as a top priority.
How effective is the strategic planning process in your view? Are there any changes you would like to see?
I encourage all voters to read the strategic plan for District 39. Our administrators and the board have tackled essential topics for improvement head on, with a robust plan for
implementation and reflection. Their plan is thorough and transparent. I would like to see us refine this process through additional community input from all stakeholders and to plan further into the future beyond the current five-year model. My goal is for us to plan beyond a tactical level. We find ourselves, at times, following trends at the tail end rather than tackling problems head on, and being the leaders I know we can be.
What environmental and sustainability issues would you like District 39 to address?
“You cannot get through a single day without having an impact on the world around you. What you do makes a difference and you have to decide what kind of a difference you want to make.”-Jane Goodall
It is imperative that we lead our students to be wise stewards of our natural environment. I strongly support Dr. Lechner’s recommendation that the CRC study the issue of sustainability next year, and that we create bold policies based on the study’s findings. We need to ensure that our schools serve as models of environmental sustainability. In juxtaposition with the time our children spend indoors and online, we must teach them where our food comes from and to connect them with the outside world. Let’s optimize our student programming so that our children learn how to be effective and empowered stewards of our environment. I will also stay vigilant in ensuring that our buildings are constructed and maintained with as green a footprint as possible. I strongly support exploring the feasibility of solar panels and transitioning our buildings to more renewable sources of energy.
Brad McLane
Biography
Brad McLane graduated from Yale University, where he majored in architecture; and earned his MBA from the University of Chicago. He and his wife Dede have lived in Winnetka for over 20 years. Their oldest, Emily, is teaching in France after a Teach for America stint in New York City (NTHS ’10). Their next, Connor, is at MIT Sloan pursuing an MBA following three years at Bain Consulting (NTHS ’11). Their youngest, Elizabeth, is a freshman and goalie on the NTHS girls varsity hockey team and for the Wilmette U19 team (NTHS ’22).
Brad has been involved in several community organizations since 1996 --
What do you hope to accomplish if you are elected to the Board of Education? Please explain why these goals are priorities for you.
I would like to look back and see that --
What are your thoughts on NT2030, and what goals and objectives would you like to see prioritized in the annual district and superintendent goal-setting process during your term in office?
The 2030 plan is anchored by NTHS’ compelling credo “To commit minds to inquiry, hearts to compassion, and lives to the service of humanity.”
The plan embraces this and sets a direction for the future. It was very thoughtfully and thoroughly developed. The seven frameworks allowed for focus and digestible components. It is a living and actionable plan. Not a shelf-filler. Next steps will focus on prioritizing annual goals and the change management needed to achieve them. Many of the goals overlap with the different framework groups (Intellectual Engagement, Student Growth, Culture/Climate, Leadership, Community Engagement, Finance/Facilities/HR). We will need to harness the energy that came out of the planning process. The Board, Dr. Sally, and staff will need to set the priorities and affect change that encompasses --
Dr. Sally and the staff will need to own the strategies and execution. And they will also need to allow for “bottom-up” push back and challenges to the guardrails and direction provided by the 2030 plan. It is important to have a vision and clear direction, it is critical to be able to adapt to unanticipated events. It may be even more important that the Board not do the Administration’s job.
How would you approach the next budget and tax levy cycles given the current financial picture of the district and its short-term and long-term needs?
We should not be afraid to invest in the future. Reinvesting reserves, understanding debt capacity, and true capital investment in facilities should be thoughtfully considered.
How do you think New Trier should address the security challenges at the two very different campuses?
I am impressed with the way the staff, board, and outside consultants have strategically assessed, addressed, and acted on the two very differently configured campuses. I would encourage the completion of the current plans that have considered external threats. The next step is to further develop internal threat plans.
What environmental and sustainability issues would you like District 203 to address?
The Winnetka campus reinvestment provides a good example of completely integrating environmental and sustainability guidelines. This needs to continue and be embraced as the 2030 facilities master plan unfolds.
Brad McLane graduated from Yale University, where he majored in architecture; and earned his MBA from the University of Chicago. He and his wife Dede have lived in Winnetka for over 20 years. Their oldest, Emily, is teaching in France after a Teach for America stint in New York City (NTHS ’10). Their next, Connor, is at MIT Sloan pursuing an MBA following three years at Bain Consulting (NTHS ’11). Their youngest, Elizabeth, is a freshman and goalie on the NTHS girls varsity hockey team and for the Wilmette U19 team (NTHS ’22).
Brad has been involved in several community organizations since 1996 --
- Over the past 18 months he has served on the NTHS Facilities Steering Committee (and contributed to the 2030 strategic plan).
- He is a past president of the Winnetka Park District Board of Commissioners
- Past chair of the Winnetka Congregational Church Board
- He also has served on the Winnetka Plan Commission
- He was a past chair of the Winnetka Caucus Council
What do you hope to accomplish if you are elected to the Board of Education? Please explain why these goals are priorities for you.
I would like to look back and see that --
- The NTHS graduates are even more well-prepared and well-educated than they are today.
- The campuses are in great shape
- Leadership is vibrant and robust
- D203 is fiscally sound
What are your thoughts on NT2030, and what goals and objectives would you like to see prioritized in the annual district and superintendent goal-setting process during your term in office?
The 2030 plan is anchored by NTHS’ compelling credo “To commit minds to inquiry, hearts to compassion, and lives to the service of humanity.”
The plan embraces this and sets a direction for the future. It was very thoughtfully and thoroughly developed. The seven frameworks allowed for focus and digestible components. It is a living and actionable plan. Not a shelf-filler. Next steps will focus on prioritizing annual goals and the change management needed to achieve them. Many of the goals overlap with the different framework groups (Intellectual Engagement, Student Growth, Culture/Climate, Leadership, Community Engagement, Finance/Facilities/HR). We will need to harness the energy that came out of the planning process. The Board, Dr. Sally, and staff will need to set the priorities and affect change that encompasses --
- Access to rigorous and rich curricula
- Ensure staff has a deep understanding of social-emotional skills (this can also tie-in to security planning).
- Appreciate individual identities, and broaden students’ definitions of success
- Characteristics to lead meaningful and impactful lives
- Reach into the feeder schools and more broadly to develop partnership opportunities
- Financial stewardship and facilities master planning.
Dr. Sally and the staff will need to own the strategies and execution. And they will also need to allow for “bottom-up” push back and challenges to the guardrails and direction provided by the 2030 plan. It is important to have a vision and clear direction, it is critical to be able to adapt to unanticipated events. It may be even more important that the Board not do the Administration’s job.
How would you approach the next budget and tax levy cycles given the current financial picture of the district and its short-term and long-term needs?
We should not be afraid to invest in the future. Reinvesting reserves, understanding debt capacity, and true capital investment in facilities should be thoughtfully considered.
How do you think New Trier should address the security challenges at the two very different campuses?
I am impressed with the way the staff, board, and outside consultants have strategically assessed, addressed, and acted on the two very differently configured campuses. I would encourage the completion of the current plans that have considered external threats. The next step is to further develop internal threat plans.
What environmental and sustainability issues would you like District 203 to address?
The Winnetka campus reinvestment provides a good example of completely integrating environmental and sustainability guidelines. This needs to continue and be embraced as the 2030 facilities master plan unfolds.
Fina Riddle
Biography
Former Bank Regulator and Analyst with 18 years of work experience. Possess in depth knowledge of banking laws, regulatory compliance, accounting and finance. Develop strong, ongoing collaborative relationships to serve as a reliable liaison and two-way communicator.
Mother of three, long time Wilmette resident and New Trier graduate with active interest in local initiatives, active member of St. Francis Xavier Parish. Enjoy free time reading "chick lit" and blogs on parenting and interior design, running to Gilson Beach and traveling.
Voter Guide Responses
What do you hope to accomplish if you are elected as a Library Trustee? Please explain why these goals are priorities for you.
I want to gain a strong understanding in two areas, the operating budget and public feedback, through my participation during committee and board meetings. I would like to better record discussions within detailed minutes for public access. Further, I would look into changing the public meetings location, capabilities of teleconference or video conference, or recording meetings to be posted to WPL's webpage alongside already posted meeting minutes.
To understand the budgetary operating needs of WPL: It is important to obtain further input regarding what the financial or tax implications would be given any change to the operating budget.
To make more prominent the avenue of public suggestions to services or making complaints: It is important to obtain a demonstrated need or request from the public to justify programming and the demand for services and space. It's important to allow for complaints to be made and be addressed in a timely manner. To show patrons this transparency builds goodwill.
Lastly, I aim to be a liaison between family households and WPL to increase participation and feedback. I feel fortunate to have solid roots in Wilmette and I aim to further grow friendships in the community. I could leverage my relationships to solicit feedback on public matters, including those related to WPL services.
How do you define the value of the library to the community beyond books and other media?
WPL is a meeting center for all ages, attracts learning, and builds memories. The value of the library, for me personally, is defined by providing a safe, clean, public center to partner with peers, library professionals, teachers, and especially families. WPL provides a quiet and safe environment for research and study, free access to technology/ WiFi, and is often a retreat for moms and young children. In my experience growing up in Wilmette, I learned to read at WPL in a mother/child reading group. My dad, actually a former WPL trustee, and I would regularly attend readings sitting beside the 1st floor fireplace and then later in the renovated basement auditorium space where we attended movie showings. WPL's photocopy machine took all my change for school reports, when computers and printers were not in every household. Later in high school, I met with the library staff to discuss college applications and ACT/SAT study guides. The WPL was my meeting spot for countless study sessions. And now as a mom with young children, we regularly participate in youth programming and events (e.g. with LEGOS, bubbles, jugglers.) A recent memory for my kids was the day of the solar eclipse at the WPL with one pair of special viewing glasses which we couldn't get our hands on elsewhere.
How would you approach the next budget and tax levy cycles given the current financial picture of the Library and its short-term and long-term needs?
I would approach the next cycles with measured questions and discussion. I aim to gain familiarity with the WPL's financial needs and operation. In particular, the amount of WPL's reserve is certainly a budget line worth attention. I have extensive professional experience with financial reporting as a banking and regulatory professional and I would add to needed further discussion of WPL's short-term and long-term needs. I would partner with the already secured Audit firm to provide advice. Lastly, I would look into consultation with investment advisors on alternative uses of funds within the reserve.
As you consider the library’s future, what aspects of the Wilmette Public Library’s 2018-2021 Strategic Plan particularly appeal to you or concern you? Is there anything in the plan you would want to change or strengthen?
As I mentioned above, WPL is a central community attraction. WPL should maintain and work on its local partnerships. I think it's valuable to obtain strong participation of patrons and Wilmette residents through surveys, forums, focus groups, and suggestion/complaint drop boxes. Further, continuing partnership with Friends of the Library, the Wilmette Beacon, Wilmette Schools and Wilmette garden clubs is worthwhile to demonstrate a need for programming and services. Lastly, partnering with the Village of Wilmette is imperative to maintain safe access to WPL's building via parking and public transport and ensure both are sufficient for the level of public use.
Former Bank Regulator and Analyst with 18 years of work experience. Possess in depth knowledge of banking laws, regulatory compliance, accounting and finance. Develop strong, ongoing collaborative relationships to serve as a reliable liaison and two-way communicator.
Mother of three, long time Wilmette resident and New Trier graduate with active interest in local initiatives, active member of St. Francis Xavier Parish. Enjoy free time reading "chick lit" and blogs on parenting and interior design, running to Gilson Beach and traveling.
Voter Guide Responses
What do you hope to accomplish if you are elected as a Library Trustee? Please explain why these goals are priorities for you.
I want to gain a strong understanding in two areas, the operating budget and public feedback, through my participation during committee and board meetings. I would like to better record discussions within detailed minutes for public access. Further, I would look into changing the public meetings location, capabilities of teleconference or video conference, or recording meetings to be posted to WPL's webpage alongside already posted meeting minutes.
To understand the budgetary operating needs of WPL: It is important to obtain further input regarding what the financial or tax implications would be given any change to the operating budget.
To make more prominent the avenue of public suggestions to services or making complaints: It is important to obtain a demonstrated need or request from the public to justify programming and the demand for services and space. It's important to allow for complaints to be made and be addressed in a timely manner. To show patrons this transparency builds goodwill.
Lastly, I aim to be a liaison between family households and WPL to increase participation and feedback. I feel fortunate to have solid roots in Wilmette and I aim to further grow friendships in the community. I could leverage my relationships to solicit feedback on public matters, including those related to WPL services.
How do you define the value of the library to the community beyond books and other media?
WPL is a meeting center for all ages, attracts learning, and builds memories. The value of the library, for me personally, is defined by providing a safe, clean, public center to partner with peers, library professionals, teachers, and especially families. WPL provides a quiet and safe environment for research and study, free access to technology/ WiFi, and is often a retreat for moms and young children. In my experience growing up in Wilmette, I learned to read at WPL in a mother/child reading group. My dad, actually a former WPL trustee, and I would regularly attend readings sitting beside the 1st floor fireplace and then later in the renovated basement auditorium space where we attended movie showings. WPL's photocopy machine took all my change for school reports, when computers and printers were not in every household. Later in high school, I met with the library staff to discuss college applications and ACT/SAT study guides. The WPL was my meeting spot for countless study sessions. And now as a mom with young children, we regularly participate in youth programming and events (e.g. with LEGOS, bubbles, jugglers.) A recent memory for my kids was the day of the solar eclipse at the WPL with one pair of special viewing glasses which we couldn't get our hands on elsewhere.
How would you approach the next budget and tax levy cycles given the current financial picture of the Library and its short-term and long-term needs?
I would approach the next cycles with measured questions and discussion. I aim to gain familiarity with the WPL's financial needs and operation. In particular, the amount of WPL's reserve is certainly a budget line worth attention. I have extensive professional experience with financial reporting as a banking and regulatory professional and I would add to needed further discussion of WPL's short-term and long-term needs. I would partner with the already secured Audit firm to provide advice. Lastly, I would look into consultation with investment advisors on alternative uses of funds within the reserve.
As you consider the library’s future, what aspects of the Wilmette Public Library’s 2018-2021 Strategic Plan particularly appeal to you or concern you? Is there anything in the plan you would want to change or strengthen?
As I mentioned above, WPL is a central community attraction. WPL should maintain and work on its local partnerships. I think it's valuable to obtain strong participation of patrons and Wilmette residents through surveys, forums, focus groups, and suggestion/complaint drop boxes. Further, continuing partnership with Friends of the Library, the Wilmette Beacon, Wilmette Schools and Wilmette garden clubs is worthwhile to demonstrate a need for programming and services. Lastly, partnering with the Village of Wilmette is imperative to maintain safe access to WPL's building via parking and public transport and ensure both are sufficient for the level of public use.