Tuesday, October 23, 2007

Letter to Editor: Daily Tar Heel

TO THE EDITOR:

I am writing to support the re-election of Mike Kelley to the Chapel Hill-Carrboro Board of Education.

Mike has been an effective and tireless advocate for our schools, and he thus deserves our vote.

I know Mike personally and professionally. He is smart, articulate and responsive. I urge us all to support him on election day.



Lawrence Marks

Chapel Hill Resident

Sunday, October 21, 2007

Endorsements: OrangePolitics.org

Thank you for the personal endorsements on orangepolitics.org from Frank McBride, James Barrett, and Terri Buckner. Link

Questionnaire: NAACP and Hank Anderson Breakfast Club

The local chapter of the NAACP and the Hank Anderson Breakfast Club conducted public candidate interviews of all candidates for local office on October 18, 2007. Below is the questionnaire I returned prior to that interview.

1. The Chapel Hill-Carrboro City School district is recognized as one of the best LEAs in the state. If you had to identify one thing that the current administration has done to make our school district a model district what would that be? If you had to pick one thing that the current school administration has done that is not so commendable what would that be? (In other words identify one thing that you would consider a success and one thing that you would consider a failure in terms of the actions of the current school board and administration.)

An area in which the district excels is the use of technology such as using technology to improve communication through the ConnectEd system, enriching curriculum through ConnectToSchool, and efforts to bridge the digital divide. As a weakness, the district has not implemented some new initiatives well or been too slow to change course when those initiatives fall short, such as with the Minority Student Achievement Plan.

2. School board member Arnetta Streater proposed a very profound question at a recent School Board meeting that dealt with the issue of the alternative school, Phoenix Academy. In your opinion, are alternative schools necessary or should the school district find ways to keep children in the mainstream school setting? Do you think the alternative school in Chapel Hill is adequately meeting the need of the students it is designed to serve? If “yes” how so and if “no” why not?

We should continue to help support children who are struggling to remain in mainstream schools. Until the we have fully implemented supports through Professional Learning Communities and pyramids of interventions, Phoenix Academy is still needed to support those students who can not yet be supported in mainstream schools. Phoenix Academy has been very successful for seniors in attaining a high graduation rate. However, Phoenix has reached its capacity and expansion is needed if it is to continue to serve all students who need its safety net function.

3. It is quite apparent that white, Asian and affluent students are doing very well in our schools. However minority students especially Blacks and students from poor families are not faring as well. What do you think are some of the reasons for this disparity? What are some possible solutions to addressing this disparity and eliminating the educational achievement gap between poor and minority students and their white and affluent peers in our school district?

There are a large number of factors that have been associated with lower achievement in minority students including parental involvement and educational level, availability of books and computers in the home, socioeconomic status, access to challenging curriculums, and expectations of teachers peers, and parents. Funding disparities and differences in teacher experience and training are other factors known to influence educational quality but these do not appear to be operative within our school system.

The most important step we can take to improve educational outcomes for all students, but especially those at risk, is the rapid and effective implementation of Professional Learning Communities (PLC’s). PLC’s are a framework for teachers to work as teams, an essential component of which is provision of progressively more intense academic support individualized for each student. These progressive individualized supports are known as the pyramid of interventions. The curriculum to be taught must be defined and student learning assessed frequently with appropriate modification of the delivery of instruction for those students who have not yet learned the material. Each PLC defines the supports they will provide; these supports are generally characterized by more adults spending more time with a child, such as through tutoring, communication with parents, and required extra study periods but may also include services such as mentorship, substance abuse counseling, and mental health referrals as needed. Parents should be notified early if a child is not meeting high expectations so that parents can also help support their student. PLC’s are also a framework for professional development including addressing factors of cultural sensitivity. We should also continue to recruit and retain the best-qualified teachers and staff as well as maintain efforts to have teachers reflect the diversity of the student body.


4. In your opinion what are effective strategies for dealing with school drop out?

The dropout rate in our district is one of the lowest in the state. However, the number of students dropping out has been trending upward and although about half of those students end up in alternative educational settings (mostly community college), improved effort to retain students in school is needed. Steps that should be pursued include assuring academic success (e.g., through implementation of PLC’s, improving Career and Technical Education, and other academic support that allows students to catch up on failed courses such as through summer school and online credit recovery), alternatives to out of school suspension (e.g, Boomerang and Phoenix Academy), Positive Behavioral Support (which should help reduce suspension rates), counseling and/or referrals for treatment of substance abuse or mental health problems, provision of English as a Second Language instruction, close monitoring of at risk students, and mentoring for students without adequate parental support. Efforts should be made to assure that schools are welcoming places for all students and parents.


5. If elected to the school board, what areas or issues do you promise to focus most of your energy and attention?

My top priority is the continuing improvement of student achievement for all children through instructional techniques documented to be effective. Additional priorities include assuring a safe and welcoming environment for students and staff, continuing to attract and retain the best teachers and staff, planning for growth, improving the budget process, and maintaining effective working relations with other governmental bodies.

Interview: The People's Channel

Chad Johnston, Executive Director of the People's Channel, interviewed me in September 2007. A video of that interview is now posted on googlevideo.

Thursday, October 4, 2007

Interview: Daily Tar Heel

I did an impromtu interview from my cell phone with a student reporter from the Daily Tar Heel about a week ago. You can read the resulting article here. The first question she asked was what was my favorite ice cream.

Wednesday, October 3, 2007

Questionnaire: The Independent

Independent Weekly Candidate Questionnaire
2007 Chapel Hill-Carrboro School Board


Name as it appears on the ballot: Michael Kelley
Full legal name, if different: Michael John Kelley
Date of birth: November 20, 1959
Home address: 205 Ukiah Lane, Chapel Hill, NC
Mailing address, if different from home: same
Campaign Web site: http://kelley4schoolboard.blogspot.com/
Occupation & employer: Duke University and Durham VA Medical Centers
Home phone: 919-969-8734
Work phone: XXX-XXX-XXX
Cell phone: XXX-XXX-XXXX
E-mail: mkelley3@nc.rr.com

1. If elected, what are your top priorities for the school board?

My top priority is the continuing improvement of student achievement for all children instructional techniques documented to be effective. Additional priorities include assuring a safe and welcoming environment for students and staff, continuing to attract and retain the best teachers and staff, planning for growth, improving the budget process, and maintaining effective working relations with other governmental bodies.

2. What is there in your record as a public official or other experience—e.g., career, community service—that demonstrates your ability to be effective as a board member? Please be as specific as possible about the relevance of your accomplishments to your goals for the board.

I have served on the school board for four years. Some of the major committees on which I served are listed below. My community service activities prior to joining the board are also listed below. Professionally, I am a physician scientist, chief of my division at the VA Hospital, and direct a research laboratory. Through these many activities, I have demonstrated skills as an effective leader and board member. My professional training has allowed me to evaluate data sets and reports generated by the district and integrate that analysis into the decision making process. I have also been an ardent advocate for open access to board meetings and have been personally accessible to citizens.

School board-related activities (2003-2007)
Co-Chair, Redistricting Committees, 2006 and 2007
Curriculum Advisory Committee
Drug Abuse Task Force
Health Advisory Committee
Technology Advisory Committee
Head Start Policy Council
Special Needs Advisory Committee
North Carolina School Board Association’s Legislative Committee
Liaison to School Governance Committees at East Chapel Hill High School, Chapel Hill High School, Culbreth Middle School, Scroggs Elementary School

Other activities
Member Rashkis interim School Governance Committee, 2003
Treasurer, Chapel Hill-Carrboro chapter of Partners for the Advancement of Gifted Education
Officer US Public Health Service for 8 years
Parent volunteer for Math Superstars at Estes Hills Elementary School
Science Day Symposium presenter at Culbreth Middle School
Hands-On-Science instructor
Instructor, National Science Foundation funded program for science teacher training
YMCA Indian Princess Program Tribe Chief



3. The Independent’s mission is to help build a just community in the Triangle. How would your election to the board help further that goal?

I share the goal of living in a just community and believe that an essential prerequisite to achieving that goal is an educated and well-informed population. I seek to achieve that goal by providing the educational opportunities to challenge and stimulate each child to achieve their potential so they can be fully functional members of society. My work on the board is rooted in the compassion I have learned as a physician, and the critical thinking and evidence-based decision-making necessary for my work as a scientist. My goals for the schools are those widely held in the community and expressed in the vision statement of the district. Using evidence-based and data-driven methods to select the means to achieve these goals provides the best chance to successfully educate each child. I have also been open and encouraging of input from parents and other concerned citizens with regard to the decision-making process of the board.


4. What steps, if any, would you advocate to improve educational outcomes for at-risk students and to reduce dropout rates?

The most important step our district can take to improve educational outcomes for all students, but especially those at risk, is the rapid and effective implementation of Professional Learning Communities (PLC’s). PLC’s are a framework for teachers to work as teams, an essential component of which is provision of progressively more intense academic support individualized for each student. The curriculum to be taught must be defined and student learning assessed frequently with appropriate modification of the delivery of instruction for those students who have not yet learned the material. Each PLC defines the supports they will provide and are generally characterized by more adults spending more time with a child, such as through tutoring, communication with parents, and required extra study periods.

The dropout rate in our district is one of the lowest in the state. However, the number of students dropping out has been trending upward and although about half of those students end up in alternative educational settings (mostly community college), improved effort to retain students in school is needed. Steps that should be pursued include assuring academic success (e.g., through implementation of PLC’s, improving Career and Technical Education, and other academic support that allows students to catch up on failed courses such as through summer school and online credit recovery), alternatives to out of school suspension (e.g, Boomerang and Phoenix Academy), Positive Behavioral Support (which should help reduce suspension rates), counseling and/or referrals for treatment of substance abuse or mental health problems, provision of English as a Second Language instruction, close monitoring of at risk students, and mentoring for students without adequate parental support.

5. In your view, what is the source of the conflicts between parents and the school system regarding the education of children with autism and developmental disabilities? What should be done to improve the quality of education for these children and how would that be achieved?

Conflicts between parents and the school system arise most often when there are different understandings of what the schools should provide or when communications break down all together. This year has seen the remaking of the Special Needs Advisory Committee into a parent led group working closely with district personnel to improve education for children with special needs. I have served as the board’s liaison to the SNAC this past year and have seen this as an effective model for parental involvement in schools that should improve education by using the energy and determination of motivated parents to a positive end. The district also conducted a programmatic review of the Exceptional Children’s program. These two processes helped identify a number of areas for improvement. Despite a very difficult budget year, the board was able to fund an additional support person for children with special needs. The board should continue to review program effectiveness on a regular basis.

6. The board has approved Abstinence Until Marriage federal funds. What is the appropriate sex ed curriculum and why?

Our district has adopted a comprehensive sex education curriculum and I believe that is the appropriate curriculum. We accept Abstinence Until Marriage funds only to the extent that those funds support a component of our comprehensive sex education curriculum. Last year those funds supported the Baby Think It Over program, which uses infant simulators with the intent of reducing teen pregnancy. Some studies have questioned the effectiveness of this program to attain this goal so I favor a review of the continuation of this program in our district.

7. How should student discipline be handled? What are your views on the district’s current policies for long-term suspension? Do you think they are fairly applied? Along those lines, there have been reports of children receiving little, if any, education while on long-term suspension. How would you ensure those children are given an opportunity to be educated?

Discipline should be administered equitably with the goal of education, remediation, and, when necessary, to assure the safety of students and staff. The district has extensive policies that detail procedures for student discipline which follow these principles. Over my tenure on the board, the district has decreased out-of-school suspension by supporting in school suspension programs at the high schools and partnering with the Boomerang program at the YMCA. Longer term suspended students are offered placement at Phoenix Academy, which offers a very low teacher-student ratio and intensive efforts to continue students’ education. The demand for Phoenix Academy has been increasing and I support expansion to meet the educational needs of children who are on long-term suspension. We also provide opportunities for online learning, summer school, and homebound instruction as appropriate to an individual student’s circumstances.

8. How would you increase parental involvement in the schools? What should be the nature of that involvement? Where should the line be drawn.

Parental involvement is an important component of education and a key element of student success. Our community has many very involved parents who help make our district successful. Parental involvement should be encouraged through open and proactive communications from teachers, principals, the school board, and other school staff. To increase parental involvement, parents should be told explicitly that their involvement is important and welcome. Parents should be reminded of ways to be involved, such as reading to their child. The district should expand its informational materials on what learning is taking place at each grade level and in each course. Parents should be kept informed of their child’s progress and provided with opportunities to receive information to help support their child’s education. There should be early and frequent efforts to communicate with the parents of any child who is not being successful; waiting for the results of end of year testing is much too late. Parents should be welcome in their child’s classroom and as volunteers in the school, which helps build the school community. For example, many parents have skills that can help enrich the classroom experience for all children. However, teachers and staff must direct the educational program and the privacy of other students must be protected.


9. What should the district’s budgetary priorities be? What areas are currently underfunded? How would you find the resources to better fund those areas?

The district’s budgetary priorities should be aligned with district’s overall priorities. We are currently writing a new, five-year strategic plan and each year the board approves a set of goals on which the superintendent should focus. The overall theme of these guiding documents is student focused, primarily through improved learning. While many areas could be better funded, we have tried to retain funding for programs that support struggling students. In addition, during this past budget, we protected many programs from cuts and even increased funding for children with special needs. One area that has been found to be under-funded this year is the middle school academic afterschool program that provides academic enrichment and a safe environment for at risk children. This program has been demonstrated to be effective at improving student achievement and will need to be adequately funded in coming years.

To find the necessary resources to support needed programs, the board needs to review the goals and effectiveness of programs that have been supported in the past so that we fund programs that effectively improve student achievement. The board must assure that the district is spending available funds as efficiently as possible, such as through energy conservation measures and bidding of contracts. In addition, the board should have broad input from parents, teachers, administrators, and other members of the community during the budget process.


10. A new school recently opened in the district. Do you see additional schools opening in the next 10 years? If so, where? Even with the district’s extra tax revenue, can the district afford and obtain the land necessary to build these schools? How should the district manage its growth?

The district does not have authority to regulate growth, only the obligation to educate all students who reside within our district. Carrboro High School opened this fall. Construction of Elementary School 10 has begun with planned opening in Fall 2008. Student enrollment projections indicate continued growth over the next 10 years. In addition, the class size for grades K-3 has been reduced by the state from 23 to 21 by the state, which requires more classrooms. The district’s recently approved 10-year Capital Investment Plan includes more than $270 million, mostly for new facility construction including an elementary school in 2010, a middle school in about 2013, expansion of Carrboro High School in 2014, another elementary school in 2017, plus new administrative offices and conversion of Lincoln Center to an alternative school. There is clearly much growth anticipated and that growth will be expensive and disruptive to the school district.

Two approaches should be followed to help manage growth. First, the school district should consider alternative approaches such as more efficient use of existing space. For example, the original design of several of our schools includes provisions for expansion and others might also be expanded rather than building on a new site. Second, the board should engage the county commissioners (who pay for new school construction) and the town boards (who approve new housing development plans) in discussions about the impacts of growth on schools. Although SAPFO is available to temporarily slow approval of new development if there are not adequate school facilities to support that development, it is not a tool designed to regulate growth. If the towns are going to continue to allow growth, we need to consider sources of funding that may extend beyond those currently available such as a bond and/or real estate transfer tax.

Finding land for new school sites is challenging in the Chapel Hill-Carrboro area. There are two additional sites designated for schools in the land Twin Creeks land owned by the county. Chapel Hill has a provision that has allowed the district to designate future school sites, which gives the district an opportunity to purchase sites prior to development. The board should request that Carrboro consider adopting a similar provision. The board should continue to encourage the county commissioners to fund a land bank for future needs, including schools. Finally, when necessary, the board can exercise the right of eminent domain, as was needed to build Carrboro High School in the southern end of the district.

Tuesday, September 25, 2007

Chapel Hill-Carrboro Association of Educators Questionnaire

1. Closing the achievement gap for all students have been the primary goal for the district for over ten years – have we been successful? If so, please justify. If not, what will you advocate to close this gap? [Special Needs Teacher]

While differences between some proficiency rates on EOG’s have narrowed, the difference between average scale scores have remained relatively constant. When a higher math standard was implemented a year ago (as will be done for reading this year), the difference in proficiency rates increased markedly. Proficiency rates on EOC tests have improved modestly and SAT averages are essentially unchanged. Overall, the progress in closing the achievement gap has been modest.

I will continue to advocate for instructional strategies with high yield for all children. I support continued implementation of PLC’s with focus on development of more rigorous pyramid of interventions at each school.

2. With the cost and management of district athletic programs becoming more complex, what are your thoughts on a district AD position? [School AD]

The Athletics Task Force recommended a district athletic director position. While I understand the rationale for that recommendation, it is unlikely that such a position will rise to a high enough priority to be funded in the near term, especially when the budget is projected to continue to be as challenging as it has been this year.

3. After school programs for all students have raised achievement scores across the district, but with recent funding reductions, these programs have been greatly restricted. What are your plans to replace these after school programs and funds? [After School Classified Worker]

I agree that academic after school programs are an important component of our educational strategy to raise achievement. I support restoring funding to these programs this year.

4. A recent Wake County Audit found that principals may have too much authority at their schools – what is your opinion - should central office control oversee local principal authority - should each school be a copy of the other schools in our district? [Local school and central office administrator]

Our school need not and assuredly will not be identical. However, each student should receive a similar high quality education regardless of which school is attended and regardless of movement between schools. Our students frequently move within the district through change of residency and redistricting. Schools should offer similar curriculum and extracurricular opportunities for each child regardless of school attended to ease these transitions. We do offer several specialized programs located within selected schools, but these too should be accessible by any student as needed. None of this should prohibit schools from developing their own sense of a unique community.

5. Each year new and experienced teacher assistants are hired throughout the district, with each receiving the same grade of pay. Explain your thoughts on TA’s being paid for their experience - - - TA’s receiving local supplemental compensation based on experience - - - CHCCS advocating their state legislative representative team to support a state TA salary scale that is tied to raises of state teachers? [Classified Teacher Assistant]

Our staff that directly touch students, including TA’s, are performing the most important part of our mission as a school district. While our staff are dedicated professionals they do need to be compensated for the work they perform and historically we have recognized the importance of compensation through our local supplemental compensation and additional benefits. I will continue to make the case for adequate teacher compensation to our local legislative contingent. I do not have specific information on the impact of a state TA salary scale, but am willing to consider such information.

6. Currently it takes 32 years for a teacher to reach maximum state salary level, when most college professionals take less than half of that period. As a southern state, North Carolina takes the longest time for teachers to be paid for their worth to our students and community. Georgia takes less than 15 years. A reduced number of teacher salary steps, 15 years versus 32 years, have been proposed for a teacher to reach the maximum pay and as a means to retain and draw more professionals into teaching? What are your thoughts on this new pay scale – would you advocate local legislators to have this passed? [Teacher]

Our staff that directly touch students, including TA’s, are performing the most important part of our mission as a school district. While our staff are dedicated professionals they do need to be compensated for the work they perform and historically we have recognized the importance of compensation through our local supplemental compensation and additional benefits. I will continue to make the case for adequate teacher compensation to our local legislative contingent. I do not have specific information on the impact of accelerating the teacher pay scale, but am willing to consider such information.

7. Each year Parent-Teacher Associations raise over $100,000 for schools. Our Public School Foundation awards even more funds to teachers for special classroom projects. What are the ways you feel funds for schools need to be raised to keep equality among our schools? [Recent Grant Receptive Teacher]

I am very grateful for the hard work and generosity that allows us to supplement our limited resources through PTA’s and the PSF. However, I have long recognized that there is great disparity between schools fund raising, especially at the PTA level. While some of this difference may result from intentional differences in philosophy of the role of the PTA (e.g., more emphasis on fund raising at some schools while others emphasize providing service through volunteering), I have advocated for these organizations to attempt to achieve more balance in the fundraising between schools. Neither the PTA’s nor the PSF are under the control or influence of the Board of Education so my advocacy is limited to encouraging change.

8. Discussions on our district’s supplemental pay for certified employees will be coming over the next few years, what are your thoughts on these funds – should they be increased, divided into special assignments, established student success? [Association Building Representative]

Teacher compensation is very important to maintaining a quality school district and is also one of our largest expenditures. With regard to supplemental pay of certified employees, I think there should be a broad discussion among all stake holders in how to use the resources dedicated to supplemental pay to best effect the mission of our district, which is educating children.

9. Minimum living wage is the goal of Orange County, but our district still out-sources classified jobs to private organizations where salaries and benefits are well below state employment standards. What are your thoughts on this cost-saving policy? Will it stop or be continued? [Supervisor] – Classified Personnel]

While I understand the concern expressed, the information provided to the Board suggests that wages and benefits of contractors are similar to those paid by other organizations for similar services. It is my understanding that the salaries and benefits paid by contractors are consistent with a living wage. The Board is charged not only with the education of children but also with being good stewards of the financial resources entrusted to us by the community.

10. When will CHCCS issue portable computers to all of the instructional staff? When will staff and student network storage be increased – 100 and 10 Mbytes are currently not enough – 10 G and 100M is needed respectfully? [Technology Specialist]

I have served on the Technology Advisory Committee for four years and have been a persistent advocate for increased funding for many technology applications. Increasing network storage capacity is not particularly expensive and I will continue to advocate for resources to increase allocations. Portable computers for instructional staff is somewhat more expensive so may take several years to implement. There are many other technology needs in our district. The Board has conveyed a Capital Improvement Plan to the County Commissioners that would implement these and other needed technology investments over approximately six years.

11. Please provide your three (3) key issues that are facing the district and how you will address them if elected? [All Members]

Improving student achievement for all children is the top priority. I support proven high impact approaches to education. The effectiveness and cost-effectiveness of programs should be evaluated. Planning for growth and budgetary constraints will remain important issues. I support improving communications with the town on growth issues and working with the commissioners to improve the budget process.

12. How do you see CHCAE supporting your campaign? Would you seek our counsel on issues facing the district after your election? [Association Leadership Team]

I would appreciate the endorsement of CHCAE. In serving on the Board these last four years, I have always valued input from as broad an array of sources as possible. It is through this process that the most thoughtful outcome is reached. I will continue to keep an open mind on issues before the board and seek input from CHCAE and others in reaching a decision.

Herald-Sun questionnaire

Each year, it seems, the district and the county struggle over budget allocations. What can be done to make the process smoother and more effective?

The budget is one of the most important functions of both the school board and county commissioners for it is through this process that the community prioritizes among many needs. Given that importance, good communication between all interested parties is essential. The school district can improve communication between the district and county by scheduling parts of the district budget process earlier in the year so that county commissioners are aware of the needs of the school system as early as possible. Through this process the commissioners will be able to make informed choices about school budgets that take into consideration budget drivers such as state mandated raises in teacher pay, increased utility costs, and other increases that are needed to simply maintain current services.
The school boards and commissioners should also continue to discuss the possibility of direct taxing authority by the school systems. Such authority would more closely link the public discussion of needs and limitations to the school budget, which accounts for approximately half of the county budget.



In an attempt to create smaller learning communities, the district will be instituting academies at the three high schools. Will this be enough to “engage” more students in the learning process?

The three new academies begun this year expand on the three existing academies; they will surely engage more students. Whether these new academies will engage enough students to warrant the financial investment will need to be monitored closely. In particular it may be possible to focus on creating well-designed, unique, and engaging classes that appeal to more students and students from a broader range of backgrounds without the additional costs and questionable effectiveness of a formal academy.



While some progress has been made, black and Hispanic students’ achievement still lags behind that of their white and Asian peers. What more can be done?

Most importantly, we can sharpen our focus on individual students; some black and Hispanic students do extremely well in our schools. Last year, the district began implementation of Professional Learning Communities. Through this framework, the material to be taught is clearly defined, actual student learning is frequently monitored, and teachers can access a “pyramid of interventions” for students who need additional support. Students who need support receive appropriate intervention while those who already know material can be accelerated, thus assuring each student achieves their potential. We also need to continue to focus on evidence-based instructional techniques and evaluate the effectiveness of key aspects of programs.



The school board has said no to plans for a second “First School” for Seawell Elementary. How would you expand services to local pre-K children?

The school board declined to partner with UNC to fund the majority of a new building next to Seawell Elementary that would be used as a “First School”. That building would have been much more expensive to the district than a regular school and was unlikely to be funded by the county commissioners given all the other capital needs of the district. However, the “First School” concept is being implemented at Carrboro Elementary and will be expanded into other elementary schools. Each of our elementary schools is capable of housing a pre-K program on a “First School” model, provided there is sufficient room in the school. Thus, it is important that we relieve the overcrowding that exists at the elementary school level by completing elementary school number 10 by fall of 2008 and begin elementary school number 11 shortly thereafter. We cannot provide any services to pre-K children if we don’t have the physical space. Also, we already have a high quality traditional pre-K program that will need to be merged into the “First Schools”. “First School” is a new concept so program effectiveness will need to be monitored.

Thursday, August 23, 2007

Questionnaire: OCDP

age, 47

place of residence, 205 Ukiah Lane, Chapel Hill, NC 27514

education,
Monroe County Community College, A.S.
University of Michigan, B.S., M.D.

campaign website, http://kelley4schoolboard.blogspot.com/

occupation, Physician scientist, Duke University and Durham Veterans Affairs Hospital


1. What are the top 2-3 issues facing the Chapel Hill-Carrboro City Schools, and what is your position on these issues? (50 words or less)

Improving student achievement for all children is the top priority; I support proven high impact approaches to education. Planning for growth and budgetary constraints will remain important issues; I support improving communications with the town on growth issues and working with the commissioners to improve the budget process.

2. Why should the people of Chapel Hill -Carrboro City School District support your candidacy? (50 words or less)

I have broad experience with our school system through roles as parent, volunteer, and board member that allows me to make informed and reasoned decisions that are best for all students. I support evidence-based educational strategies that are proven to increase achievement and work collaboratively with others to improve education.

Monday, August 20, 2007

Questionnaire: WRAL

Name:

Mike Kelley

Home:

205 Ukiah Lane, Chapel Hill, NC 27514

Age:

47

Family:

wife, Elise Hoffman; four children

Education:

Monroe County Community College, A.S.
University of Michigan, B.S., M.D.

Occupation/Background:

Physician Scientist

Political Affiliation:

The board of education is a non-partisan election

Top three priorities if elected:

1. Improve achievement so every child attains his/her full potential as a successful and healthy adult
2. Work with county and town leaders to plan for growth and budget realities while advocating for necessary funding for school needs.
3. Assure the schools model good citizenship through sound environmental and employment practices, and are good stewards of public funds.

How to contact:


Home: 919-969-8734
email: mkelley3@nc.rr.com

Questionnaire: News and Observer

OFFICE FOR WHICH YOU ARE RUNNING:

Chapel Hill-Carrboro City School Board of Education

NAME:

Mike Kelley

AGE:

47

OCCUPATION:

Physician scientist, Duke University and Durham Veterans Affairs Hospital

EDUCATION:

Monroe County Community College, A.S.
University of Michigan, B.S., M.D.

POLITICAL PARTY AND EXPERIENCE:

The Board of Education election is a non-partisan office. I was elected to the Chapel Hill-Carrboro City Schools Board of Education in 2003.

CIVIC ACTIVITIES AND OTHER AFFILIATIONS:

School board-related activities (2003-2007)
Co-Chair, Redistricting Committees, 2006 and 2007
Curriculum Advisory Committee
Drug Abuse Task Force
Health Advisory Committee
Technology Advisory Committee
Head Start Policy Council
Special Needs Advisory Committee
North Carolina School Board Association’s Legislative Committee
Liaison to School Governance Committees at East Chapel Hill High School, Chapel Hill High School, Culbreth Middle School, Scroggs Elementary School

Other activities
Member Rashkis interim School Governance Committee, 2003
Treasurer, Chapel Hill-Carrboro chapter of Partners for the Advancement of Gifted Education
Officer US Public Health Service for 8 years
Parent volunteer for Math Superstars at Estes Hills Elementary School
Science Day Symposium presenter at Culbreth Middle School
Hands-On-Science instructor
Instructor, National Science Foundation funded program for science teacher training
YMCA Indian Princess Program Tribe Chief


WHY SHOULD YOU BE ELECTED? (100 words maximum)

I have broad experience with our school system through my roles as parent of four children, volunteer, and board member for the last four years. This experience along with my professional skills allows me to make informed and reasoned decisions that are in the best interest of our students. I have consistently supported evidence-based educational strategies that are proven to increase achievement, worked collaboratively with elected and other officials to improve communications over my term, and advocated for more open and accessible board meetings that allow consideration of all stakeholders in the decision making process.

CONTACT INFORMATION (including Web site, if applicable):

Address: 205 Ukiah Lane, Chapel Hill, NC 27514
Home phone: 919-969-8734
Email: mkelley3@nc.rr.com
Website: http://kelley4schoolboard.blogspot.com

Please answer these next questions in up to 250 words each:

1) What single area of education in the district needs the most work and why?

The main objective that remains in most need of continuing improvement is student achievement. State and federal proficiency levels will increase again next year and there are already some students who have not met existing levels of proficiency. Two of the elementary schools are in school improvement status under No Child Left Behind and one school received no recognition from the state’s ABC program. Without a significant jump in student achievement, too many students will not pass required benchmarks of achievement and ultimately graduate from high school. On a broader level, with each passing year, there is more information to learn and the knowledge our students need to assure our nation’s future success continues to expand. Thus, we need to accelerate education for all students.

2) How will you balance improving the school district with the county's tax constraints?

My duty as a school board member is to first assess the legitimate educational needs of the school district, taking into consideration input from various sources including public comment. Once the county’s tax constraint is clear, which in the past four years has occurred through budget approval by the county commissioners, prioritization of the various school needs is performed. The particular challenges of this past budget year should lead to revision of this process so that the tax constraints are available during the school system’s budget process. I will continue to advocate for broad community discussion of alternative budget arrangements, such as direct taxing authority for the school boards, as well as improved and earlier communication of budgetary drivers between the county and school system.


3) How could the board better plan for growth in the district?

The district uses several models that project student enrollment for 10 years in advance. These models have accurately predicted the need for new schools and predict for future schools including elementary school #11 and middle school #5 within the next decade. The school system is also a co-signer with the Towns of Chapel Hill and Carrboro and the county to the Schools Adequate Public Facilities Ordinance, which provides a commitment to fund new school construction in pace with development approved by the towns. The school system and county are currently reviewing the student generation ratios that indicate how many students are predicted to reside within a development. These ratios will likely need to be revised upward and the pertinent data should be reviewed carefully by the school board and discussed with the county commissioners. The school board should also improve communication with the towns in regard to growth to assure the towns are mindful of the adverse impacts of unregulated rapid development on student stability (redistricting occurs with the opening of each new school) and the financial implications of school construction.

Announcement: Kelley to Seek Re-election

PRESS RELEASE

For release July 17, 2007

Michael Kelley Files for City School Board

Michael (Mike) Kelley today filed for re-election to the Chapel Hill-Carrboro City Schools Board of Education. He is a parent of four children who attend or have attended district schools. He was initially elected to the board in 2003.
"While our community has long placed a high priority on public education we need to be efficient in how we continue to deliver a high quality education to all children. This year’s budget process was more challenging than usual and suggests continuing challenges ahead. We need to continue to improve our school system to adapt to a changing world but need to do so in a way that is as cost effective as possible. As we go forward, the continuing challenges facing our schools need to be managed to maximize the opportunity for excellence for each child."
During his tenure on the board, Kelley has participated in multiple board committees including Redistricting Committees in 2006 and 2007, Curriculum Advisory Committee, Drug Abuse Task Force, Health Advisory Committee, Technology Advisory Committee, and board liaison to Head Start Policy Council, Special Needs Advisory Committee, and the School Improvement Team (previously School Governance Committee) at several schools. He is also a member of the North Carolina School Board Association’s Legislative Committee, which helps set the legislative platform for the state-wide organization.
Before joining the board in 2003, Kelley has been a parent school volunteer and active in other education-related organizations. As a result of redistricting, a move, and program participation, Kelley's four children have attended half the schools in the district. "With about 18 more child-years of education before our children are through high school, we continue to be committed to the public schools." In the fall, he will have one child in elementary, middle, and high school, and the fourth in college.
Kelley, 47, is a physician scientist at Duke University and the Durham Veterans Affairs Medical Centers. He divides his professional time between medicine and research. He is chief of the Hematology/Oncology service at the Durham VA Hospital. His research focuses on the treatment and prevention of lung cancer.
Kelley is married to Elise Hoffman. Prior to coming to Chapel Hill in 1998, he worked at the National Cancer Institute in Maryland. Kelley received his undergraduate education from Monroe County Community College and the University of Michigan, and earned his medical degree in 1985 from the University of Michigan.

Contact information:
Michael Kelley
205 Ukiah Lane
Chapel Hill, NC 27514
919-969-8734
mkelley3@nc.rr.com