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Three seats up for election in River Ridge School District

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Jason Cathman

Nick Kovacs

Randall Martin (I)

Cory Moravits

Kerri Schier (I)

Of the seven seats on the River Ridge School board, three are up for election on Tuesday, April 5.

On the ballot will be the names of incumbents Kerri Schier and Randall Martin as well as newcomers Jason Cathman, Cory Moravits and Nick Kovacs.

The seats of Schier, Martin and Lea Breuer, who has decided not to run for re-election, are up for contention. Three votes may be cast for those school board seats.

After hearing word from the community that Nick Kovacs wanted to withdraw from the race, he was contacted Tuesday and responded by saying the law will not allow him to withdraw (since his name is already on the ballot), but he is throwing his “support to Cory, Kerri and Jason so that the vote is not split.”

 

JASON CATHMAN

Jason Cathman, 37, Bloomington, is married to Jen, with four children ranging in age from 7 to 14. He is a 1997 graduate of River Ridge, attended UW-La Crosse and currently owns Culver’s Restaurant in Prairie du Chien.

Cathman has served three years on the Prairie du Chien Area Chamber of Commerce Board of Directors. For the past two years, he’s been assistant coach of both boys’ basketball and baseball for youth teams at River Ridge.

1. Why are you running?
I am running for school board to help serve the students, staff and taxpayers of River Ridge. I have four children who are currently enrolled at River Ridge and I want to be involved with the future success of the district.

2. What skills and expertise can you bring to the board?
I believe that I am an open-minded person. I believe in being truthful and respectful. I have experience with budgeting and I keep a clear and open mind when making decisions. I feel I am one of the best candidates for this job because I am prepared for the level of commitment that will be required of me. I want what is best for the students, staff and tax payers of the River Ridge School District. I am willing to devote my time to this position to ensure the long-range success of this district and exceptional education for our students.

3. What are the key issues?
I believe that budgeting, facilities and communication are our district’s key issues right now. I would like to see a better working relationship between the board, faculty and the community.

Cooperation on the part of the board is key. We have to find common ground on tough matters. I believe our board can do better by being respectful, listening to each other’s ides, and understanding that compromises will need to be made. I would also like to work on our struggling budget. I would look at the cost savings associated with operating one site versus two. I am aware that this study has been done in the past. I would like to bring this study back for further discussion to truly understand if this is a viable option. Any and all changes to be made have to be done with the understanding that we need to evaluate all options and do what is best to keep our district successful. There are seven board members, with seven different minds and seven different ideas.

Together, I believe we can be great. I do not believe that cutting programs for our students should be an option at any time. We need to be responsible with our taxpayers’ money.

 

NICK KOVACS

Nick Kovacs, 61, Bloomington, is married to Crystal, with four children ranging in age from 13 to 20. He holds a Bachelor of Science in business management from Cardinal Stritch University. He also attended advanced leadership school, U.S. War College and is a retired major of the U.S. Marine Corps. He is the co-owner of True Lives Studio.

In his past, Kovacs has served on several boards, including the elected board of a top preschool in Madison.

1. Why are you running?
The district is in serious financial trouble. We cannot continue to try to balance the budget by having “Health Care Holidays,” utilizing one-time insurance payments (roof fund payment) and cutting needed classes and positions. I am in favor of making this district as viable as possible and, if that means closing the under-utilized and outdated Bloomington site, then I am for that move.

For the first time in history we have more students leaving the district than open enrolling in. That is a huge revenue loss in state-supported aid, one which we cannot afford.

Currently in place are “quick fixes” that have been done to both sites within the district but several key issues have not been addressed and the current board refuses to do so.

The state-mandated fixes at the Bloomington site only return the school to 1961 standards. The HVAC system is in need of replacement, the windows need replacement and several classrooms have been converted to “storage rooms” because they do not meet air standards and there are no additional funds to repair such rooms.

2. What skills and expertise can you bring to the board?
The lack of a cohesive and unified school board in this district continues to hamper the educational activities of the students. Instead of discussing advanced placement classes, the board discusses how to fix short-term facility problems. Instead of building a school district for the future of our children, the current board authorizes money to be spent in putting band-aids on outdated facilities. I will work to unify the board and ensure a school district that is viable long after any current problems are solved.

3. What are the key issues?
Several, the first is achieving a balance for elected officials in this school district. As it stands now, any one community in the district can elect as many members to the school board as possible. Bloomington currently has four of the seven elected representatives, and this creates an unequal balance for the district providing input from the board from this community only. I will put forth a motion to make this change.

As I have said before, the school is in dire financial trouble. I fear we will continue to lose families to surrounding districts if we cannot meet the needs of the current students. Many educators are afraid to speak their mind, fearing retaliation by the current board. We cannot afford to lose any additional educators or students. Take a drive around Bloomington and observe how many homes are for sale—a direct result of people not wanting to have their children attend River Ridge. The current board president’s answer to this situation at one board meeting was, “Well, let them go.”

We need to have a board that is concerned with the overall district, not one of self interest.

What will happen if we have a major facility emergency? There is no emergency fund as the school board has already spent that reserve. They have stated it will be paid back without providing any details.

 

RANDALL MARTIN

Randall Martin, 61, Bagley, is married to Deborah, and has had five children attend and graduate from the River Ridge School system, who have become successful adults due to the excellent education and extracurricular activities that River Ridge has offered. He holds a degree from UW-Madison in ag economics and is currently a self-employed farmer.

Martin is finishing his first term on the River Ridge School Board. Currently, he serves as vice-president of the board and chairman of the River Ridge Building and Grounds Finance Committee. He has also been president of the Union-Lumpkin Cemetery Association in Bloomington Township for several years.

1. Why are you running?
I am running for a second term because I would like to make sure the next generation of students receives the great educational, extracurricular and social experiences my children received at River Ridge. We have always had a professional staff and good kids. The consolidation of 20 years ago has served us well.

2. What skills and expertise can you bring to the board?
I feel that I am the best candidate for this position because I am open-minded, fair, and business oriented. I am a lifelong resident of the district, and taxpayer since 1978. I have owned and managed a successful farming business. I have been a general contractor on large construction projects, dealt with government regulations and mandates, and worked closely with architects and engineers.  
The number one challenge for the past three years for me has been spending other people’s money, and that is very difficult. It has taken quite a while just to process how the school runs based on state and federal regulations. Understanding the legalities of the school board has been very challenging. My experience has taught me to listen to all facts and opinions and be able to make tough decisions that, in the long term, would provide our students the best education possible while still respecting our taxpayers.

3. What are the key issues?
I think the biggest challenge for the River Ridge School District is continuing to be an educationally-sound school, with declining enrollments, while respecting our taxpayers. Tom Andres, our interim school superintendent (30-plus years of experience), warned the board last spring that we need to be very prudent on how we spend our money. He stated that his experience has shown that small rural school districts are at a disadvantage with state funding due to voucher/charter schools and other initiatives. Yes, finances are a major concern. With two failed referendums, we have two sites. We need to fine tune our staff and budgets, as much as possible, so that we are operating within our parameters. If we were to shift to one site, and close the Bloomington campus, our football and track programs would be in jeopardy. I could never vote to eliminate those two programs. Trends have predicted that the enrollment in the school district will continue to decline. The board should have a long-term plan that targets a specific number for enrollment, whereas, at that time, the students and staff would shift to the Patch Grove campus. In the short term, use both facilities to the fullest.

As I stated three years ago, with our declining enrollment projections, we will eventually move to one campus. Why should we increase the footprint size of this campus now? No business would spend $600,000 (projected cost of a $10 million referendum) per year to save $300,000 (projected savings to go to one site). No bank would make that loan. Why should our residents be levied that added tax? We should not build into a declining enrollment. If we do, we will have empty classrooms like Highland, Cassville, Benton and every other school in our conference. We must be patient and let this play out. Closing the Bloomington campus immediately is very short-sighted. It has been proven in the last year, that the River Ridge School District can make necessary updates without the burden of a large $10-13 million dollar referendum. We must maintain a positive relationship with our taxpayers. We all need each other.

 

CORY MORAVITS

Cory Moravits, 38, Mt. Hope, is married to Tracy, and has a 5-year-old daughter. He is a graduate of River Ridge High School and owner of Moravits Construction.

This is his first time running for public office, such as school board, but he said he has attended most of the River Ridge School Board meetings and sub-committee meetings the last couple of years. He also held a leadership role in the long-range public input committees formed this winter.

1. Why are you running?
I am running because I believe that River Ridge is a small school within a close-knit community where teaching staff and community members care about the education and well-being of the students. There are a wide variety of issues being raised within the district and the board needs to promote a sense of community involvement at meetings instead of deterring public comment and participation at meetings. These issues need to be taken into consideration, including operating costs, budget shortfalls, building conditions and quality of education. After all these factors are weighed, I hope, we as a board can make informed and unbiased decisions for River Ridge.

2. What skills and experience can you bring to the board?
Being a small business owner, I have experience with financial operations, personnel issues, and dealing with a wide variety of customers’ needs and wants.

3. What are the key issues?
I believe that the budget is the greatest issue. The 2015-2016 school year started with an estimated $525,000 budget deficit. That is obviously not sustainable so some very tough decisions will have to be made to try to balance everything out. I feel there are many things that may need to be looked at to help reduce the budget. Cost to operate multiple facilities, busing, food service, staffing, and utilities are all areas where we may need some reform. The quality of education for the students, extracurricular activities (including athletics, music programs, and academic clubs), safety of students and staff, and a quality learning/work environment, in my opinion, are off limits from cuts.

 

KERRI SCHIER

Kerri Schier, 46, Bagley, has three daughters ranging in age from 18 to 25. Her significant other is Donald Wagner. She was born and raised in and graduated from the school district. She holds a technical degree as an accounting assistant and has been employed at Peoples State Bank for over 17 years. She currently works in the operations department as the online banking/wires manager
Kerri has been on the River Ridge School Board for nine years.

1. Why are you running?
Having been on the current board for nine years, I feel I have gained the experience necessary to make the tough decisions that are facing this district and enable us to move in the right direction.

2. What skills and expertise can you bring to the board?
I feel I am open-minded, honest, and I care about the future of this district. If you consider these skills and expertise, then that is what I bring to the board.

3. What are the key issues?
As we all know, the issue of one site versus two is a hot topic. But I also feel that, aside from this, it is the board’s responsibility to educate our children in the most efficient, cost effective manner. Not only does this include facilities, but also academics, co-curricular activities and technology. It means putting the licensures of our current staff to the best use. We need to come together as a board.

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