Doug Springer

Below are candidate-submitted answers to a biographical survey Wednesday Journal sent out to all candidates running in this year’s District 200 school board elections. 

Age:  53 

Previous political experience:

Have not held political office or an elected board position.

Previous community experience:

Active parental participation in numerous academic and athletic groups including Girl Scouts, AYSO. As a small business owner in Oak Park I participated by donation to numerous local organizations. Currently contribute to local, private and national groups. Active support of D97 and D200 schools during my children’s enrollment.

Occupation:  Corporate Sales, Marketing, Finance and Operations

Education:  BA, Political Science, The University of Iowa 

How would you define the role/functions of a D200 school board member?

The role of a D200 school board member can be summed up in three words: communication, coordination and accountability. While Board Members don’t manage daily operations of D200, they do work with all involved entities to:

Communicate the issues and represent multiple constituencies

Coordinate the numerous needs and asks of all entities, ensuring their voices are heard yet maintaining a single coordinated voice as seen in the choices we make

Hold the system accountable – strengthen, maintain and scrutinize accountability of operations at every level.

Each of these responsibilities requires direct leadership by the board and understanding that this is a team effort.

The work of an effective Board Member not only occurs in the Boardroom. An effective member arrives at the table prepared to make decisions on the topics at hand and to move new business  forward.   An effective member engages stakeholders in active conversation and listens to their needs and concerns. As a Board Member I will respectfully work for our students in concert with, and support of, these four entities:

Faculty – Teachers are with the students in class every day and as such, are integral in any discussion regarding student success: what’s working, what isn’t working. Because of this, faculty communication is a big priority, actively pursued and treated with openness and respect. The Board must maintain close communication with the Faculty and ensure their voice and views are factored into every decision.

Staff – The staff interfaces directly with students daily. They guide, assist and have unique insight in the success of students. They see much, they hear much and, they understand the needs of the students in a very different way. As with faculty – communication will be encouraged, open, and respected at a high level. 

Administration – The administration is the Board member’s partner. Both are charged with creating / instilling open dialogue. Both are accountable to each other by their actions to make policy and set plans and procedures in place. Ultimately the administration will make recommendations to and require direction from the Board. Knowing this, the administration and the Board must demonstrate a working knowledge of how best to communicate, set priorities and be true leaders together in the assessment of accountability. 

Community – Our citizens, Villages and other taxing bodies need to know what we are doing, what are our priorities, what is holding us back and what will help us succeed. This is a team effort. We need to start thinking of, talking about and hopefully enacting ways to create partnerships and share resources across our taxing bodies in the best interest of the communities and the taxpayers. 

As a board member, you may be asked to make decisions relating to Tax Increment Financing (TIF) districts. What is your understanding of TIF districts? What are your thoughts about their impact on school districts? 

Tax Increment Financing is a controversial subject. TIF’s divert future tax increases from other taxing bodies into a reserve for the use of an economic development authority, the thought being that assessed property values within the designated area will increase more rapidly than the rest of the municipality, thus benefitting the entire community. However, the Lincoln Institute of Land Policy noted they have data that “suggests to the contrary that the non-TIF areas of municipalities that use TIF grow no more rapidly, and perhaps more slowly, than similar municipalities that do not use TIF.” TIF is inherently complicated.

There are three TIF districts in Oak Park expiring over the next two years. It’s time to stop diverting funds and allow the taxing bodies to return to their full share of tax revenues and let the system level out over a period of time. This way we will all have a better and clearer view of who is getting what and we will be able to make better decisions for the future based on this knowledge. We can then budget accordingly. This is transparent. With the decreasing level of state funding our schools need every penny they can get without over- burdening the local taxpayer.

Do you think that OPRF has an equity problem? How do you define equity? Do you believe that the district is currently utilizing its resources effectively enough to address the long-standing issue of equity? 

Equity issues are not unique to OPRF, for that matter equity issues occur across our country; it’s a complicated topic and it’s not confined to public schools therefore it is not likely to be entirely solved by public schools. Equity is: our school utilizing, as well as providing access to, resources and support necessary for student success not only through four years of coursework but for life beyond graduation day.

Improved planning and leadership practices will make better use of district resources. We must implement a clear and measured Strategic Plan along with a clear and measured Equity Plan. Both of these plans must achieve buy- in across all involved and include regular review to assess accomplishments and make adjustments as necessary. The OPRF Equity Plan should maintain, improve and celebrate our recognized role as a proud center of diversity in a place that supports achievement for the many in a safe environment of fair access to learning for all. We must be sure we are offering equal access to excellent teachers, ones who consistently provide a positive impact to students with high qualifications and experience. OPRF should do as other school districts have done by adopting an Equity Plan which contains, but is not limited to: increasing student experiences with faculty hiring and retention practices that are diverse and attempt to mirror the demographics of the student body, demand nothing short of excellence and are certain that these teachers are ready to meet the ongoing needs of a diverse student body.

In the face of what is most assuredly a complex topic and challenge – there are in fact great strides the faculty, staff and administration of D200 have made towards improving equity issues in recent years. The school has increased offerings in a Vocational curriculum with the addition of several

course options. These courses teach skills and provide training to those students generally not planning to go on to University. This is an area where the school should expand support, provide more resources and offer more Vocational and Technical coursework options to provide these students with proficiency in a field and prepares them for the day after they graduate OPRF. Taking this direction is responsible, supportive and equitable.

Were you for or against the recent swimming pool referendum that failed? Explain your position.

While a supporter of OPRF athletics and someone who is well aware of the improvements needed to our aquatics facilities, I opposed the referendum question on the ballot in November 2016 regarding a $45 million spend for a swimming pool and smaller replacement parking garage on the site of the current parking structure. I realize other investments were included in the referendum but did not find the process by which this decision was made, or the cash outlay, to be the right choice for our landlocked school.

We require a Long Term Facilities Plan that embraces history, yet which recognizes “reality of place” in a high land-cost, densely populated urban environment. A plan that has a vision of future development against the changing needs of the student body in terms of: interests, technology, and forward-looking vision of the best facility for the future of education. This plan must consider all needs: new classrooms, new infrastructure and new athletic facilities are required, as well as – a healthy maintenance and contingency plan for all those unexpected projects that are part of caring for that beautiful yet “historic” facility our students and faculty call home.

The Board must work with the many full-time and consulting professionals engaged in various aspects of any Long Term Facilities Plan to ensure they are all brought together and considered as a whole, greater than the sum of its parts. And as a whole, we must plan responsibly and accountably budget for the present and the future and constantly hold up new initiatives against the list of existing priorities so we make optimal decisions across all potential outcomes.

What is your impression of the new community outreach committee that will be attempting to build community consensus around a financially feasible long-term facilities plan that addresses numerous issues at the high school, including equity, 21st century learning environments and a plan for replacing OPRF’s old swimming pools, among other issues?

The current OPRFHS building opened its doors in 1907 designed to house 800 students. The Field House opened in 1927. So many of its spaces are historic and beautiful. And old. Anyone who owns a home in Oak Park or River Forest knows the amount of upkeep and modernization required to keep their home livable. It’s not an easy task and it takes a lot of money. We need a Long Term Facilities Plan that provides a roadmap for the decades to come (see above). 

I am hopeful the committee will be allowed the breadth of decision-making it requires to be successful. I am also hopeful the professionally moderated committee will use a decision-making process that gathers information, prioritizes needs and creates internal consensus prior to presenting a final set of recommendations.

Are you aware of OPRF’s most recent disciplinary data (for the first semester of 2016-17) and what are your thoughts about its accuracy?

Last month during a Culture Climate and Behavior Committee I attended, it was announced that Discipline Referrals were down by approximately 40% in the Fall semester of 2016 compared to the Fall semester of 2015. It was explained at the top level that as a whole there has been a decrease in major incidents and that counselors, social workers, teachers and staff are more able to “repair” than before. 

I believe the numbers to be accurate as they are just that, numbers. I also believe there is no one silver bullet which has caused such a decrease within a 16 month period, rather as discussed in the meeting there are multiple factors at play which affect the decline: personnel is more proactive, mediation is working, Restorative Justice practices are being implemented, classroom intervention is controlling certain situations, and the decline can also be attributed to a different set of students are in the building than a year ago – we all realize there can be behavioral differences from year to year.

This disciplinary data is positive and should be heralded throughout the community. It shows us problems are being addressed and good is happening at the school. There is room for improvement, but take the win and use this momentum.

Are there other issues or initiatives that you are particularly interested in having the board pursue during the next four years and how are you planning to advocate for them? 

As a board member I will use my strengths to not only focus on my role but to improve   communication,   coordination of issues toward success and accountability across all new or in place initiatives. In particular I will focus on the improvements in transparency and accountability that will ultimately enable us to create better, more efficient access to the resources we need to continue to propel D200 to excellence for the next 100 years.