By Richard Dyer
Twitter: @RHDyer

Starting the hybrid online and in-person instruction on Sept. 8 as public health COVID-19 pandemic benchmarks were met was the right thing to do, said all but one candidate for Apache Junction Unified School District No. 43 Governing Board.

There are three open Governing Board positions for the Nov. 3 election. Incumbent Cami Garcia will be on the ballot with six write-in candidates — Bobby Bauders, Charles Beal, Gilbert Cancio, Thomas E. Kelly, Shirley Ooley and David Waldron.

Independent Newsmedia reached out to all candidates seeking answers to a variety of questions, which can be read at yourvalley.net/apache-junction-independent.

Below are their answers on if they agree with the AJUSD Governing Board’s decision on approving a Sept. 8 hybrid reopening model caused by COVID-19 concerns; and what are three current challenges facing the Governing Board and what are their ideas on how to overcome them.

Bobby Bauders

Online classes that started in July were not enough and the Governing Board was right in starting the hybrid model, said Mr. Bauders, 21.

“I do agree with the decision to move to a hybrid model. Governing Board members have the responsibility to not only ensure a safe environment for students, but they also have an obligation to ensure that all students receive a quality education. The online model simply wasn’t cutting it, and AJUSD students were not getting the education nor the support they deserve,” he said.

“Given that we have met all the benchmarks given to us by the Arizona Department of Health Services, I’m confident that AJUSD can safely execute this model. The numbers for Pinal County, as well as AJUSD itself, are very encouraging, and I’m very hopeful that we can safely resume full in-person instruction — for those that choose this model — after fall break,” Mr. Bauders said.

Preparing now for the growth expected south of U.S. Highway 60 when the city annexes land north of State Route 24 is one of the top three current challenges facing the Governing Board. So are increased advocacy and improving community trust and transparency, Mr. Bauders said.

“One, improving community trust and transparency. There are several ways we can improve the community’s trust in AJUSD, but the best way is to ensure transparency from the district. The Governing Board has to hold district administration accountable and make sure that as much information as legally possible is released to the public,” he said.

“Parents and community members have a right to know how their school district functions and how their tax dollars are spent. Even small steps like having a clear and designated space on the front page of ajusd.org would also go a long way in showing the community how transparent this district can be. Additionally, AJUSD’s public relations team needs revitalization. There should be active and robust outreach into the community from our PR team such as on social media in order to effectively release information into the public,” Mr. Bauders said.

“Two, there needs to be more advocacy from Governing Board members. Governing Board members have the unique task of representing multiple groups in every decision they make — students, parents, teachers, staff and community members. This, unfortunately, has become somewhat of a rarity. Too often, the needs and desires of many groups are completely ignored. This is no way to govern. Board members need to take a more proactive approach in representing these groups. Most importantly, board members need to set aside their personal beliefs and listen to the needs of these groups and work as hard as possible to find a solution that will best serve our students and our community,” he said.

“Three, making sure the district is equipped to properly manage the growth of Apache Junction. The city of Apache Junction is set to annex land south to State Route 24. With the development of this land comes the need for AJUSD to address its ability to expand and grow,” Mr. Bauders said.

“What resources will the district need to address this growth? How many families are expected to move to Apache Junction once the land is developed? Will we need to build additional schools? What would be the best location(s) for potential new campuses? To best answer these questions, we need to form a strong working relationship with the city of Apache Junction and we need to start forming these relationships and partnerships and start planning now so the district is not blindsided,” he said.

Mr. Bauders graduated in 2017 from Apache Junction High School. Other eduction includes Central Arizona College, associate’s degree in political science, currently attending; and Rio Salado College, certificate in public administration, starting Spring 2021.

He works in sales at H&M and was on the AJUSD Calendar Advisory Committee in 2017.

Charles Beal

The hybrid model of learning works, said Mr. Beal, 65.

“Yes, I support the hybrid model as presented. The reasoning is that each problem presented during the pandemic has required a specific action to be taken to mitigate the risk. The hybrid model works,” he said. “I also see this as a long-term needed change to the curriculum moving forward. A more fluid student schedule may support the boutique style of learning options that the district may want to put forward in the future.”

The district’s short- and long-term challenges are funding, student enrollment and teacher retention, Mr. Beal said.

“As I look at the challenges for the Governing Board, I see many — both short-term and long-term goals — that will need to be met with strong leadership and clear vision,” he said.

“One, the district funding has been an issue for the 35 years I have lived in the community. We have a history of passing the ‘overrides’ but this trend has reversed sense the 2008 recession. The fix is to better educate the community on the needs of the district and offer a long-term plan that can facilitate the request,” he said.

“Two, student enrollment is a moving target for the district. Projections for the end of the decade point to a decline in district enrollments. I would offer that we tune the district for boutique services offering unique learning environments that foster strong educational opportunities. I would also like to see more corporate participation in the district. We have at least five multinational corporations that could be of benefit given the right approach,” Mr. Beal said.

“Third, when it comes to teacher retention, it is my experience that people stay in jobs not just based on pay but there are a variety of different motivational factors that come into consideration. I would suspect that the learning environment would be at the top of the teacher retention list as to be an educator it is considered a person’s ‘true’ passion. Finding a school that offers an inclusive environment that celebrates and rewards the educators where they feel as though their efforts are support by staff and the community would go a long way in helping to retain talent,” he said.

Mr. Beal’s education includes high school and some college. He also has nationally recognized certifications in computer sciences, electrical construction and maintenance, HVAC and other disciplines that relate to building infrastructures.

He is a retired data center manager for a nationally recognized financial holdings company. He is serving on the Pinal County Transportation Advisory Committee, with a term of 2020-24.

Gilbert Cancio

Mr. Cancio, 69, did not answer the question on if he agreed with the Governing Board’s decision on approving a Sept. 8 hybrid school reopening model.

“The opening of school using a hybrid model is a moot point at this time,” he said.

The three current challenges facing the Governing Board are improving communication, student excellence and being accountable to taxpayers, Mr. Cancio said.

“Board members should not just be available at the board meetings. I envision conducting informal meetings with parents and children in neighborhoods thereby getting to know more about the concerns of the children and the parents,” he said. “I also want to have discussions with the business owners of our communities. They will be the future employers of our graduates and also can help to influence the public with regards to financial assistance to the schools. I also want to have discussions with the school support staff — the bus drivers, food service workers and the building maintenance workers. I also want to have ongoing discussions with the teachers. Establishing good lines of communication are vital in making any organization work in an effective manner,” Mr. Cancio said.

“Student excellence: The priorities for the Governing Board should be focused on student academic excellence. Are the decisions that we are about to make going to help the students succeed academically or not? If not, why are we in favor of the decision? Can the decision be defended?” he asked.

Governing Board members need to remember they are responsible to the taxpayers, Mr. Cancio said.

“They are not to be ‘rubber stampers’ for the district superintendent. The Governing Board needs to remember that they set forth the general direction of the school district while the superintendent is responsible for the day-to-day operations. The Governing Board needs to inform the taxpayers of potentially large expenditures and seek input. During these times of limited financial resources, we cannot afford to indulge in wasteful measures,” he said.

Mr. Cancio graduated in 1969 from Palo Verde High School in Tucson. He received an associate’s degree in 1972 in general education studies at the Eastern Arizona College in Thatcher, a bachelor’s degree in police science administration in 1973 from Northern Arizona University in Flagstaff, a certified public manager designation in 1997 from Arizona State University in Phoenix and a master’s degree in organizational management in 2000 from the University of Phoenix in Phoenix.

He retired from Arizona Department of Corrections at the rank of captain in 2012.

Mr. Cancio is a member of the Pinal County Merit System Commission (expires in December 2020).

Cami Garcia

The Governing Board, school employees and the superintendent have worked to ensure everyone would be safe in returning to school, said Mrs. Garcia, 47.

“Being one of the board members that have been involved with these decisions since COVID-19 hit back last March before the students went on spring break has been exhausting to say the least. The board, staff and superintendent have put countless hours in trying to make sure it was safe for everyone to go back to school,” she said.

“As a mom myself and an advocate of my friends and community, it has been a bit challenging to adjust to. As a board of five, we have been following the metrics and benchmark guidelines to make sure that we are following safe practices. Sept. 8 start date will allow the parents to have a choice. Although it isn’t perfect or ideal, we are hoping that the board can continuously watch the benchmarks and return in-person when it is suggested that it is safe for everyone,” Mrs. Garcia said.

Getting the community involved with schools and the district, funding and trust and transparency are the top three district challenges, she said.

“Creating a culture of trust and transparency between the board and the community is important. At times this can feel a bit of a challenge that then can impact the level of trust and engagement from our community, Mrs. Garcia said.

“Two, funding nationwide seems to be an issue. Approximately 48% of our school budget comes from our state resources such as income taxes, sales tax and fees. Another 44% is contributed locally primarily through property taxes of homeowners and than the last small percentage would be the federal sources of the education budget to include grants for specific programs. Finding a way to improve state education funding for public education would increase a better outcome for students,” she said.

“Three, keeping the community engaged and involved with our schools and district. Ways for families to always feel involved is to volunteer your time, donate resources, support local sports teams and school groups, share amazing stories about our success and to be proud of who you are and where you’re from,” Mrs. Garcia said.

She graduated from Apache Junction High School in 1991 and attended Mesa Community College for two years. She received a medical assistant certificate in 1993/1994. In 2004, she attended real estate school working for Arizona Territory, which then evolved with the broker leaving and opening up Western Lifestyle. In 2014-15, she had the opportunity to purchase the business, becoming the new owner/broker of Western Lifestyle Realty. She has been an agent for 16 years with the office centrally located in Apache Junction.

She served as Black and Gold Youth football and cheer’s president for 15 years, networking with the Apache Junction High School program with many camps, skills and fundamentals of the program; was vice president of AJ Little League for three years; and an AJHS football team mom for seven years. She has served for many years on PTO organizations or leagues include participating and volunteering in the Lost Dutchman Marathon, Lost Dutchman days, Boosters and the development committee for the City of AJ. She is currently serving on the Apache Junction school board.

Thomas Kelly

If the Governing Board is following guidelines of the Centers for Disease Control and Prevention for reopening of schools, then going to the hybrid learning was the right thing to do, said Mr. Kelly, 70.

“Yes, as long as they are following the guidelines set by the governor’s office and the CDC, which I believe they are,” he said.

School maintenance, safety and enrollment are the district’s top three challenges, he said.

“Develop a strategy to increase student enrollment, school safety issues and updating or enhancing school maintenance priorities across the district. The only solution is for the board to work together as a cohesive team and brainstorm ideas, seek out grants and other funding sources to supplement the present budgetary constraints,” Mr. Kelly said.

He has a bachelor’s degree in criminal justice/sociology and works for the city of Apache Junction as police chief.

Previous public office, boards and commissions include: U.S. Department of Justice, FBI, Violent Criminal Apprehension Program chair, 2018 to present; Substance Abuse Partnership with the Governor’s Office of Youth, Faith and Family, 2018 to present; and Arizona Peace Officers Standards and Training Board, 2019 to present.

Shirley Ooley

The hybrid educational model should not have been started Sept. 8, Ms. Ooley said.

“Do not agree with this decision. COVID-19 positivity rate is still too high in Pinal County — 9.3%,” she said.

Different learning needs of students, class sizes and school safety are the top three district challenges, she said.

“School safety – COVID-19 places at the top here. Keeping schools closed until Pinal County is at or below the 7% positivity rate will help in containing the virus thus protecting health of students, school personnel and families,” she said.

“Two, class size – Use corporate social responsibility teachers. Three, addressing and balancing different learning needs of students. Use tutors, divide lessons into different sections and reassessing needs and resources to respond to changing circumstances,” Ms. Ooley said.

Her eduction includes the University of Massachusetts at Amherst bachelor’s degree in geology/environmental science; and the Soil Science Institute, Washington, D.C.

She retired from the U.S. Department of Agriculture/National Resources Conservation Service as a soil scientist in 2002, as an urban conservationist in the Hamilton County Soil and Water Conservation District in 2007 and as an after-school educator for Indianapolis Parks and Recreation in 2012.

Ms. Ooley serves on the AJ Planning and Zoning Commission; was on various task forces for the Southeast Neighborhood Development in Indianapolis, Indiana, 2007-12; and created the Spruce Street Squad neighborhood group in Indianapolis, Indiana, in 2008.

David Waldron

The hybrid model provides AJUSD parents and teachers with options based on what makes them feel safe from COVID-19, said Mr. Waldron, 72.

“I firmly believe that we need to follow the guidance set forth by those professionals who deal with infectious diseases. The hybrid model provides parents and teachers with an option based on what makes them feel safe from COVID-19,” he said. “AJUSD needs to make sure there are adequate supplies of PPE available for staff, teachers, students and visitors to make it work. Close monitoring needs to be done to help stop the spread of COVID-19.”

Challenges facing the district all relate back to funding, Mr. Waldron said.

“Funding. Enrollment — quality schools draw students; while we have good schools in the district, without the proper funding, too many areas don’t get the needed attention. Facilities are lacking, teaching resources are lacking, equipment is lacking — these all equate to funding,” he said.

Mr. Waldron has a bachelor’s degree from the University of Montana and is retired.

Previous public office, boards and commissions include AJ Planning and Zoning Commission, 1998-2003; AJ City Council, various years, for a total of 13 years; CAG Board, 2017-18; chair of the Pinal County Regional Transportation Authority, 2018; chair of the Pinal County Air Quality Board, 2001-Present; and vice-president of the Central Arizona College Board, 2019-present.

Richard Dyer
Managing Editor | East Valley
@RHDyer

rdyer@iniusa.org

Richard Dyer has worked at Independent Newsmedia, Inc.. USA, since 1987. Since 2009, he has worked as a volunteer to design The Blue Guitar Magazine, Blue Guitar Jr. magazine and Unstrung magazine, which are projects of The Arizona Consortium for the Arts; and since 2014, has been overseeing the art submissions. He also is an artist of welded-steel sculptures, selling his artwork at juried and non-juried art shows