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Summit Daily News asked all Summit School District Board of Education candidates to respond to questions about key issues facing Summit School District ahead of the Nov. 4 election.
Candidates Tom Day, Kimberly Dyer, Whitney Horner and Jacqueline Zheleznyak responded to the questions, but Jenniffer González failed to respond in time. The candidates are running for three open seats on the Board of Education.
Visit SummitDaily.com/election for more stories regarding this year’s ballot.
Question No. 1
Question: A study recommends Summit School District to consider consolidation of its schools or operations as enrollment declines and it faces budget constraints. What do you think about the discussions on consolidation, and why?
Day: I believe Summit School District reported another drop in enrollment this year. Officials attribute this to lower birth rates, and while that’s likely part of it, I’d like data on how many parents have withdrawn kids due to the district’s poor academic performance and the district’s hard left turn over the last decade. It’s unfortunate to watch a once-great district struggle, but that’s our reality. The only consolidation plan I’ve heard involves closing Breckenridge Elementary School and expanding Upper Blue Elementary School. It would be sad to see Breckenridge Elementary shuttered, demolished and turned into condos, but options seem limited. There is no money, and without a bond, I suspect they’d have to sell the land to fund the upgrade to Upper Blue. To cut operations costs, the board must close the school in worst shape — and that’s clearly Breckenridge Elementary. Upgrading it would cost a fortune and makes no sense amid falling enrollment. Several costly studies and surveys have already been done. I wouldn’t commission more. Instead, I would review the data, enrollment trends and financials then decide what’s truly best for the district.
Dyer: I am sorry that consolidation is something that the district even has to be discussing, but due to enrollment and declines and continuing budget constraints it is a reality. The Summit School District has taken seriously the feedback from the community concerning the bond that failed last year. The board and district have begun important steps to involve the community in every phase as it studies all options to be able provide safe schools with limited funding. I volunteered to be part of the master plan committee and was encouraged to see that there were over 40 people in attendance at the first meeting, including parents, community members and district employees. Breckenridge Elementary received a “F” grade in the condition of its school building emphasizing the point that at the very minimum that has to be addressed. I also understand that the idea of potentially consolidating schools is something that is very emotional and has to be looked at from every angle and potential impact. I am appreciative l that the district is looking at this plan with long-term goals in mind, and I think that is an opportunity to create a vision for this district that will focus on collaboration and informed financial decision-making.
Horner: Consolidation conversations should not be taken lightly. Closing a school has impacts on students, teachers, staff and communities. Schools are central to neighborhoods, and a closure can have economic and social impacts as well as exacerbate transportation challenges. I believe that schools are a cornerstone to a neighborhood. Closing a school will have multiple lasting impacts that will be felt deeply throughout the community. Declining enrollment and consequently per pupil funding decreases do need to be addressed. The district has already hired consultants and completed inspections of all school buildings. The findings are being reviewed by a community master planning committee that will make recommendations to the board about consolidation. These recommendations that stem from building conditions and safety need to be weighed alongside adequate community input before making a consolidation decision in the best interest of the entire district.
Zheleznyak: School consolidation is a tool, not a goal. A well run, high-performing school district is foundational to the desirability and economic success of Summit County. We must continue these discussions with openness and objective analysis, ensuring decisions are guided by our values. My paramount priority is increased academic success for all Summit County learners. Any consolidation plan must clearly demonstrate how the financial savings will be reinvested to expand academic opportunities, such as funding more specialized staff, advanced STEM/(International Baccalaureate) courses, and/or support for those not meeting academic benchmarks. We must be diligent to ensure that consolidation does not lead to increased student-to-teacher ratios; academic excellence cannot be sacrificed for cost savings alone. Schools are invaluable neighborhood hubs. If consolidation is the outcome, we must commit to utilizing the vacated facilities to support community services, such as converting them into early childhood centers or collaborative non-profit spaces. We have a responsibility to mitigate the burden of longer bus routes and prevent the erosion of neighborhood identity while supporting families whose daily life is heavily impacted by a potential change. The district owes total transparency and a commitment to protecting our families and community assets to all Summit County residents.
Question No. 2
Question: Bus drivers, custodians, paraprofessionals and other non-licensed support staff recently announced they are seeking to unionize. Would you support or oppose these efforts, and why?
Day: Support personnel perform vital, often overlooked jobs at our school. Without them, the school couldn’t function. Their pay should have risen in line with teachers’, but it hasn’t, leading to unsustainable turnover. I’m critical of the Summit County Education Association, mainly because I believe it operates as an extension of the Democratic Party. Schools should be free of politics, yet the union and groups like Voces Unidas push a far-left agenda. Every current board member was endorsed by the union, which is unacceptable. Teachers work for the board and superintendent; their union shouldn’t influence candidate endorsements. While I believe unions aren’t necessary if staff are well-treated, I understand why support personnel seek to unionize. They’ve been told they’re essential but without adequate pay or benefits to match. If I were in their shoes, I’d demand a union too. My goal would be to fairly compensate them to discourage unionization, but if they unionize, it shouldn’t be with the Summit County Education Association. Teacher unions already wield too much power, undermining public education. We shouldn’t bolster their influence with more dues.
Dyer: I have been in attendance at the board meetings where the educational support professionals have presented their desire to be part of the Summit County Education Association. The central theme that I heard from all was the desire to belong. They want to be part of the union in order to feel respected, heard and advocated for. I also heard members of the school board reaffirming this to the employees that shared their struggles to do their jobs to their fullest potential with limited resources and support. As a board member of the Summit School District, a key focus of mine would be to ensure that all staff and students feel safe and belong. I believe that the school board shares that focus as they value the district’s mission to “create a safe learning environment in which each person belongs, grows and thrives.”
Horner: Every staff member is integral to this school district. I want all staff to feel respected, supported, and valued. I believe that all staff have unique lived experience, and they need to each feel appreciated and know that their voice is heard. I respect everyone who works for the district and makes the choice to come to work each day to support our students. The district needs to operate with fiscal clarity. I hope that the district continues to be an employer who cares for their employees. I support offering a stable work environment with fair wages and benefits. I support both teachers and non-licensed support staff in having a unified voice.
Zheleznyak: Our auxiliary staff make the world go ’round. They are an important part of the foundation of a successful school day. Our employees keep our facilities clean and functional for learning, get children to school, feed them and provide direct and indirect support to our students in and out of the classroom. It is deeply disappointing to me that we have an entire sector of employees who feel that the need to unionize is the only way to be heard and valued at the moment. The law provides for the ability for employees to organize, and I respect the right. My priority is a direct, transparent relationship between the district administration and our employees. I don’t envision supporting any effort that removes any ability for direct communication with employees, or inhibits the district’s ability to reward merit and professionalism. Adding unnecessary layers of bureaucracy that slow problem-solving or make it harder for the district and leaders to recognize outstanding work do not align with my goals for the district. The relationship between district administration and all staff should remain collaborative, not adversarial. No efforts should supersede the primary mission of achieving increased academic success for every student in our community.
Question No. 3
Question: State and local governmental entities are facing declining revenues and budget constraints. How would you improve Summit School District’s financial health, and how would you meet staff’s needs in our resort community, which has higher than average cost of living expenses?
Day: The district squandered COVID-19 pandemic funds. During COVID, Summit hired administrators, including an equity team, using temporary COVID funds. When those funds ran out, those obligations persisted and were moved into the general fund. The District Accountability Committee and financial team warned them, but they ignored them. A few years ago, the board approved a teacher pay increase — senior teachers nearing retirement got more, while junior teachers got less. This regressive, unsustainable raise made no sense; junior teachers deserved better, and the union orchestrated a “bait-and-switch” on the public. The money’s gone, and the bond rating dropped below triple-A. Dipping into reserves risks another downgrade, making future building improvements impossible. We should go line by line and cut every program and person that isn’t directly supporting teacher or student academic success. I won’t back higher taxes for a poorly performing school that gave its failing superintendent another raise while ignoring the support team — he’s now at roughly $210,000 per year, for what? Equity for thee — not for me.
Dyer: I have a lot to learn about what it takes to run a large nonprofit with limited funds. As I have stated earlier, ensuring that our staff have their basic needs met would be one of my key priorities, which includes housing. Summit School District is taking steps to address this by building housing, which will help greatly in the future. For immediate support, I would hope that we could look at ways to encourage homeowners to rent accessory dwelling units, also known as ADUs, to teachers and that the community can find ways to partner with the district to help our staff thrive. I also know that we need the support of the community as we look for funding sources beyond what is received from traditional sources. These include grants, fundraisers, donations, educational foundations, mill levies, bonds and more. We all have to come together to support our youth and public education.
Horner: There is a state financial problem, funding is limited and inadequate. The school board needs to work with central office staff, the Summit County Education Association, as well as gather staff input to come up with creative solutions to ensure Summit School Districts’ financial health is the best it can be. Feedback needs to be gathered from all district employees to determine where inefficiencies can be corrected and creative cost saving strategies can be implemented. District staff as a whole needs to be heard and have personal buy-in while being accountable for playing a part in tackling this complex issue. All staff — bus drivers, support staff, teachers, and administrators — have an expansive viewpoint of how we can come together to eliminate inefficiencies and implement cost-saving strategies. This issue is not unique, all Summit County employers face the same challenge of retaining staff in a resort community with a high cost of living. We need to find ways to incentivize our good people to stay. We need to value employees, listen to them and make it be known that they matter and are appreciated for all that they do for our youth.
Zheleznyak: We have to meet staff needs while improving our financial sustainability. Our financial health and our staff’s well-being are two sides of the same coin. We cannot have academic success without excellent, dedicated employees, and we cannot keep them in Summit county without creative and possibly aggressive financial solutions. Our local legislators have experienced and at times led significant changes to the school finance and were instrumental in ensuring the state bought down the budget stabilization factor to keep their funding promise to schools. The reality is, it’s not enough. We need to take a critical and holistic look at the financial situation. With declining enrollment and a lively conversation on consolidation, there must also be a critical eye on where current funds are being spent, and what the role of our schools is in Summit County. Community engagement and conversations on financial sustainability will be needed and we should strive to collaboratively agree on new funding initiatives, whether that is an updated bond, new community investment or some other avenue. The district needs to aggressively focus on what programs are working, which programs are essential, and which programs need more evaluation while ensuring the voices of our stakeholders are heard.
Question No. 4
Question: What are some decisions that the district or board have made that you support, and why?
Day: I agree with the district’s support for the amazing girls rugby team. They need to continue to protect these girls and get them a dedicated field. They are the pride of Summit County, and they deserve dedicated facilities. I’d make it a priority to find private funding for this and a track.
Dyer: I support all that the Summit School District and the board are doing to listen to their community. the master plan committee is one example, as is the the leadership academy, the Stand Up Summit at Summit Middle School and the Consejo de Familias advisory committee. The board meetings are open and welcoming to all, and there are school accountability committees at each school. I also support the Graduate profile that offers various pathways for the students to obtain the knowledge, skills and tools necessary to thrive in our every changing world. The Future-Ready Pathways program is one example of that where students are learning hands on skills that add relevance to their core classes and at times are even working side by side with community members.
Horner: The world is changing fast and systemic change is rarely simple or quick. I am proud that our district is committed to constant progress. I am also grateful that our board and staff show up daily to move our district forward for our students. I am excited about the new opportunities our district is creating and expanding on. This includes expanding career-based learning, offering dual language schools, and utilizing hands-on science, technology, engineering and mathematics (STEM) approaches to teach creative problem-solving. The shift to future ready pathways is designed to develop critical thinking, collaboration and inquiry, directly preparing students to enter the real world after graduation. I am proud that our district is committed to looking at the whole child and understands that individual children have unique needs. Schools need to put academics first but also know that students will only grow if their basic needs are met with healthy meals for all, a sense of belonging, and strong mental wellness. Most importantly, all this success rests on the foundation of our hardworking, amazing staff who deeply care about our students.
Zheleznyak: My strongest agreement lies with the Board of Education’s unwavering commitment to accelerated academic growth and equity. Specifically, I support the decision to establish rigorous, high-bar metrics, such as the mandate for 60% or greater academic growth for historically underserved student subgroups by 2026. This move correctly reframes minimal growth as “morally unacceptable,” prioritizing the swift closure of opportunity gaps. Furthermore, I agree with the board’s commitment to competitive staff compensation that occurred in the 2023-2024 salary increase. Given Summit County’s high cost of living, this decision is essential for teacher retention and recruitment. Without a dedicated, stable workforce, even the simplest academic goals are impossible to achieve. I support decisions that reflect a necessary focus on both student outcomes and the personnel required to deliver them.
Question No. 5
Question: What are some decisions that the district or board have made that you oppose, and why?
Day: Budget: Spending down reserves despite warning from the financial team. Not paying support staff enough nor tying the superintendents massive salary to performance. Wasting money on the equity fad. Attempting to push through a massive bond, which I believe cost several hundred thousand dollars, when taxes in summit were up. Academics: Not putting every single resource on a structured program to get every teacher teaching to standards. Submitting idiotic, insulting Improvement Plans to the state. Every decision should be seen through the filter of “how does this free up time for teachers to prepare and teach.” The filter being used is “how is this equitable.” Governance: Spending countless hours dittling away on policies that bring more bureaucracy down on teachers and do nothing to improve academics.
Dyer: I believe the Ballot issue 4A, a $195 million bond proposal that was rejected by voters last year, to fund infrastructure and other major projects was too broad and needed more community input, understanding and communication to be successful. I also understand that it is very easy to judge anything when you are looking at it from the outside. I am learning so much more about the district and board than I ever knew even while I was working for the district. I appreciate all that the district and board are doing to advocate for our most precious resource — our youth. I would like to use my experience of working as a counselor in varying school districts and being an involved parent in my children’s education to support that goal.
Horner: Last election the bond did not pass. It was potentially a missed opportunity because it encompassed too many things without the public understanding the “why” behind the ask nor understanding the specifics for each component. I was not in the room and did not have the same facts that the district and current board had at the time previous decisions were made. Moving forward, I believe there is opportunity to encourage more accountability from all groups that are working together to support our students. We need to work together in bridging gaps between the district and community by being fully transparent and providing information in simple language that can be digested and understood by everyone playing a part in our students’ lives.
Zheleznyak: The continued annual practice of approving an operating budget that results in a structural deficit and requires drawing down of the reserves is not something that I can support. Decisions like these put the district in a more difficult financial position long-term. While using reserves was necessary to provide a much-needed salary boost to staff in the past few years, the long-term trend of draining the reserve balance is an unsustainable decision that compromises the district’s financial health. When reserves fall too low, it limits the board’s ability to manage unexpected crises (like a mid-year enrollment drop or a facilities emergency).
