This is the third part in a four-week Q&A series in which candidates in the Fountain Hills Unified School District Governing Board election are participating.

The school board election will be a part of the Nov. 6 General Election, with early ballots being mailed out on Oct. 10.

Candidates are responsible for the content and accuracy of their responses in this series.

This week, candidates Wendy Barnard, Nadya Jenkins, Judy Rutkowski and write-in Bob Shelstrom answered the following question:

What can be done to ensure FHUSD continues to attract and maintain quality educators and administrators?

Nadya Jenkins

Fountain Hills Unified School District has increased teacher salaries by an average of 13 percent for the 2018-2019 school year. This has made us more competitive with neighboring peer districts, but compensation is not the only aspect individuals consider when choosing, or staying with, an employer.

Working conditions such as (1) school leadership and administrative support, (2) opportunities for professional collaboration, shared decision-making and leadership, and (3) work-life balance are key factors that influence teachers’ career decisions and choice of where to work.

An additional factor is lack of affordable housing and driving distance to work. As home prices and rents increase, teachers are increasingly unable to live in the community they serve and are saddled with long commutes, adding to job stress and impinging upon work-life balance. Efforts to offer subsidized teacher housing are underway in districts in Indianapolis, Ind.; San Francisco, Calif.; and Vail, Ariz., and are worth looking at considering that FHUSD is the largest employer in Fountain Hills.

We must strive to make FHUSD schools engaging, positive, supportive and exciting learning environments if we are to keep our best teachers in the classroom and providing the highest quality education possible. When recruiting new teachers to the district we must showcase our assets and promote our strengths that relate to the teacher as a whole person, not just a professional person. We must work together as a community for creative answers to the challenges we face as a district.

Judy Rutkowski

Providing a high-quality education to our students requires several components.

Among these are attracting and maintaining a district staff with skilled, competent, enthusiastic teachers and administrators. Teachers and administrators consider several factors when choosing to apply for a position at a school district and deciding whether they remain in their current position.

Adequate salary is a major consideration. In recent years, FHUSD has made significant progress in improving our salary schedule, something which formerly placed us at a significant competitive disadvantage compared to neighboring districts. We can now attract and retain excellent teachers.

I think most educators appreciate clear expectations and a thorough understanding of their role in achieving the district’s goals. Dedicated, committed teachers desire and value accountability, which is applied uniformly to themselves and other staff members.

Educators typically seek a sense of community and cooperation, and the ability to share successes with other educators, students and parents. This provides the positive affirmation that is valuable amidst the challenges of the teaching profession.

Teachers have a higher regard for administrators who value their opinions and perspective. Administrators appreciate teachers who are willing to contribute to the overall success of the school and demonstrate the effort and energy to achieve it. Administrators also value clear direction and a collaborative relationship with the governing board.

I believe that FHUSD has effectively established a setting which meets these objectives and will continue to do so.

Bob Shelstrom

I learned as a physics teacher that a culture of success and leadership promoting innovation and academic mastery is what attracts top faculty.

My first high school teaching position was in such a culture. I was mentored there by top faculty and a nun (my boss) with a Doctorate in Chemistry from Notre Dame. They took time to develop my skills and bring me into their “family.”

Upon leaving to manage school construction, a retired science head from a prestigious high school took my place. Our culture was what attracted him. I taught at a district that achieved the highest test scores in the region despite having the lowest spending per pupil.

When asked what that distinction meant, the Superintendent replied, “It means we have to get better!” He understood that quality is a journey, not a destination, and demanded continuous improvement.

Last week the FHUSD superintendent reported that only 16 percent of our eighth grade math students passed the AzMERIT test. The Board didn’t even ask “why” or demand a solution. This academic crisis wasn’t even mentioned in The Times.

Attractive schools acknowledge problems and embrace solutions. They don’t hide or ignore them. We also should provide Scottsdale level pay for teachers by achieving Scottsdale student/teacher ratios. Hopefully, Scottsdale level achievement will follow.

It’s critical to improve our culture to one of innovation and achievement to attract quality faculty and manage resources to reward their success. Great faculty will clamor to teach here if we create that environment in FHUSD!

Wendy Barnard

Across Arizona, according to ADE, approximately one in four teaching positions was unfilled for the current school year. Combined with alternative certification of untrained teachers, FHUSD needs to focus on recruiting and retaining quality educators. The district has consistently worked to increase teacher salaries, provide stipends for hard-to-fill positions and keep health insurance costs low.

When additional monies became available – Prop 123 and increased state funding – our district gave those dollars back to staff. The district increased base salaries for all teachers, added additional compensation for veteran teachers (those over five years in the district), and continued to provide low-cost options for insurance benefits.

Providing a fair and living wage to teachers is critical, especially when considering the return on investment. Of importance, FHUSD is the largest employer in Fountain Hills and many employees live and spend their money in town. Further, the cost of training new teachers is costly, keeping experienced teachers in the classroom is correlated with higher instructional quality, and providing quality leadership in schools creates a positive work culture.

As a small district, FHUSD is fortunate to have strong professional development opportunities for teachers and administrators. Using funds through USDOE, Title II dollars offset the costs of training programs offered to staff. These programs give teachers and administrators the skills to be on the cutting edge of technology, instruction and student engagement strategies.

Taken together, increasing salaries, providing a positive school culture and offering PD will ensure the district hires and keeps high-quality staff.