Progress May 2018

VOL. 39 | ISSUE 5 | MAY 2018

DISTRICT ATTORNEY COUNTY SHERIFF SUPERINTENDENT

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MAY 2018 | CONTENTS MISSION STATEMENT

The Modesto Chamber of Commerce is dedicated to serving the greater Modesto Area, regional businesses and community prosperity through advocacy, collaboration, access to leaders, economic development, connectivity and business education.

EXECUTIVE COMMITTEE Chairman

ELECTION EDITION

VOTE 2018

Steven Rank, Rank Investigations and Protection, Inc.

COU NTY OF STANISLAU S

Thomas Reeves, City of Modesto

Gubernatorial Primary Election

Chairman-Elect Past Chairman

Eric Tobias, F&M Bank

Vice Chairman, External Operations

Tuesday, June 5 | Register to vote www.stanvote.com

Stephen Madison, STANCO

Vice Chairman, Internal Operations

Patricia Gillum, Patricia A. Gillum,CPA

DIRECTORS

Annie Amies, Vintage Faire Mall Elliot Begoun, The Intertwine Group Brad Blakeley, Edward Jones Investments Paul Holshouser, Flowers Baking Co. of Modesto Michael Howell, Blom & Associates Warren Kirk, Doctors Medical Center Loren Kuntz, Atherton & Associates Naomi Layland, Huff Construction Co, Inc. Craig Lewis, Lewis Capital Advisors DeSha McLeod, Community Hospice Inc. Michael Moradian, Peace of Mind Pest Control & Home Inspections Kathy Monday, Damrell, Nelson, Shrimp, Pallios, Pacher & Silva and Squeeze In Tom Nielsen, Individual Member Peggy O’Donnell, Mid-Valley Promotion Dillon Olvera, Beard Land & Investment Co. Kristin Reza, Bank of Stockton Lucy Virgen, Bank of the West Pete Zahos, Sysco Central California, Inc.

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Candidates for County Sheriff

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ADVISORS

Keith Boggs, Stanislaus County Chief Executive Office George Boodrookas, Modesto Junior College David Boring, Never Boring Tim Harms, Leadership Modesto Joe Lopez, City of Modesto David White, Opportunity Stanislaus Melissa Williams, Modesto Irrigation District

Message from the CEO Chamber Calendar

CANDIDATES FOR COUNTY SHERIFF

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Jeff Dirkse / Juan Alanis

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CANDIDATES FOR DISTRICT ATTORNEY Birgit Fladager / Steven O'Connor Patrick Kolasinski / John R. Mayne

Cecil Russell, President/CEO Modesto Chamber of Commerce CRussell@ModChamber.org

CANDIDATES FOR SUPERINTENDENT

OF SCHOOLS 14 Don Davis / Shannon Sanford /

Publisher: Modesto Chamber of Commerce

Scott Kuykendall

209.577.5757 • Progress@ModChamber.org www.ModChamber.org

Graphic Design: Never Boring

209.526.9136 • www.neverboring.com

Printer: The Parks Group

209.576.2568 • mike@theparksgroup.com

Candidates for District Attorney

Distribution: The Parks Group

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209.576.2568

Advertising Sales:

this publication are those of the authors and do not necessarily reflect the official policy or position of the Modesto Chamber of Commerce.

PROGRESS MAGAZINE

Never Boring 209.526.9136 • progress@neverboring.com © Copyright 2017 Modesto Chamber of Commerce.

Some parts of this magazine may be reproduced or reprinted, however, we require that permission be obtained in writing.

209.577.5757, Progress@ModChamber.org

DISCLAIMER: The views and opinions expressed in

1114 J Street • Modesto, CA 95354 209. 577.5757 • Fax 209. 577.2673 www.ModChamber.org • Progress@ModChamber.org

Candidates for Superintendent of Schools

14 MAY 2018

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MESSAGE FROM THE CEO

By Cecil Russell, Chamber President and CEO This issue of Progress is highlighting the candidates for county offices in our June primary election. We presented questions to candidates running for Stanislaus County District Attorney, Stanislaus County Sheriff, and Stanislaus County Superintendent of Schools. We have laid out the questions and each candidate's respective answers in a side-by-side format. You can view these answers to important questions and come to your own conclusions about whom to cast your vote in June. It is our hope that this information will be helpful to you as you investigate the candidates and issues in an effort to cast an informed vote. The other important races are for Stanislaus Board of Supervisor District 3 and the Congressional District 10 race.

MESSAGE FROM THE CEO

New jobs and the state of the economy continue to be of major concern to the public at large, and most likely to you, your employees and colleagues. We have had positive feedback and comments from businesses about the recent tax overhaul that was passed for 2018. The positive comments range from “more in our paychecks” to less Federal taxes for the year and in the future.

Indications are that some of the business upticks are coming from the positive impact of the tax reform. After the June primary, and as we get closer to the November election, we will again provide information on the issues and candidates for those races.

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Matt Machado, Director of Stanislaus County Public Works Department, addressed our Economic Development Committee at the monthly meeting in April. He praised the City staff, the Chamber, and our Congressman Jeff Denham for getting the TIGER Grant from the Federal Government. We were the only recipient of this grant in the entire State of California! This $9 million-dollar grant will offset some costs for SR-132 construction and should be a precursor for more federal funds to come. Matt gave us a summary of our Measure L dollars at work in the County,

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RIBBON CUTTINGS ANNIVERSARY

HOSTED BUSINESS AFTER HOURS

MODESTO CHAMBER OF COMMERCE I MODCHAMBER.ORG

ECONOMIC DEVELOPMENT COMMITTEE PRESENTATION

BY RUSSEL STARK, STOCKTON AIRPORT DIRECTOR

which included multiple projects: $1.7 million for a project that resurfaced 85 miles of roadway in Salida; two projects on Geer road for traffic light signals that cost $600,000; urban slurry jobs in Hickman, Empire, and portions of West and North Modesto, totaling 15 miles; and ADA improvements to sidewalks in many of these areas.

The County plans to seal another 97 miles this year with another 25 miles going out to bid. We will continue to update you as more transportation projects are started and completed. The City of Modesto is compiling their list and we will publish it as soon as it becomes available. Our Measure L dollars are working for us as promised. We are proud to have Modesto Chamber representatives on both the County and City of Modesto Oversight Committees for Measure L expenditures.

We have been presented with an opportunity by the North Modesto Kiwanis Club to assist with the Graffiti Classic Car Parade event for June 8, marking the 20th anniversary of this signature Graffiti event. They need people to work during two shifts on June 8 from 3 p.m. to 6 p.m., and from 6 p.m. to 9:30 p.m. They need help to close the Graffiti parade route, keep it secure, and to take down the barricades and tape at the end of the parade. For further information and/or to volunteer, please email Ray Sanders at rskray@sbcglobal.net by May 26.

The Modesto Nuts, 2017 Championship winner of the California League, opened their season on April 12. Go out and support our team—it is good, clean family entertainment at a cost that is very affordable. They have MAKE MONDAYS MATTER, TACO TUESDAYS, WEINER WEDNESDAYS, THIRSTY THURSDAYS, FIREWORKS FRIDAYS & SATURDAYS, and SUNDAY KIDS CLUB. See you at the ballgame! | P

PARTICIPATED IN MODESTO CENTER PLAZA PLANNING MEETING

Hosted the 23rd Annual Ag Aware Lunch at MJC's ACE Pavilion

ATTENDED CITY SAFETY & COMMUNITIES COMMITTEE MEETING

CONDUCTED CHAMBER COMMITTEES AND SPECIAL EVENTS PLANNING MEETINGS

Coming November 2018!

The Modesto Chamber of Commerce will be hosting the Disney Institute® 1-day training course and workshop, Disney’s Approach to Leadership Excellence.

“Disney Institute offers leadership development through a timetested approach that demonstrates the values and behaviors of exemplary leaders. Leaders who intentionally nurture an environment of mutual trust and respect find that they create stronger employee performance, exceptional customer service and ultimately greater business results.”

Space will be limited. To inquire about sponsoring, or for general information, please contact Trish Christensen, 209.577.5757, tchristensen@modchamber.org More details to follow soon~

ATTENDED WEEKLY/MONTHLY MODESTO CITY COUNCIL MEETINGS, DOWNTOWN SECURITY MEETINGS, COMPREHENSIVE FEES TASK FORCE MEETING, COMMUNITY ORGANIZATION MEETINGS

ATTENDED 2018 GRAFFITI PARADE PLANNING COMMITTEE MEETINGS

Attended Stanislaus County Workforce Development Board Meeting

ATTENDED SPIE PRESENTATION AT CERES MANUFACTURING ATTENDED MODESTO MAP FUNDRAISER PLANNING MEETING

ATTENDED CITY FINANCE COMMITTEE MEETINGS MAY 2018

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CHAMBER CALENDAR MAY 02

ECONOMIC DEVELOPMENT COMMITTEE MEETING Modesto Chamber of Commerce** 7:30 a.m.

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First Responders Rib, Chicken & Chili Cook Off (Boys & Girls Club)

JUNE DEVELOPMENT 06 ECONOMIC COMMITTEE MEETING Modesto Chamber of Commerce** 7:30 a.m.

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Dr. Stephen and Ann Endsley Estate** 5:30 p.m.

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STANISLAUS GREEN TEAM Modesto Chamber of Commerce** 9 a.m.

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GOVERNMENT RELATIONS COUNCIL MEETING Modesto Chamber of Commerce** 12 p.m.

CHAMBER CALENDAR

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AMBASSADOR & WELCOME TEAM MEETING Modesto Chamber of Commerce** 8 a.m.

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Memorial Day CHAMBER CLOSED

The American Graffiti Parade Downtown Modesto** 6:30 p.m.

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GOVERNMENT RELATIONS COUNCIL MEETING Modesto Chamber of Commerce** 12 p.m.

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STANISLAUS GREEN TEAM Modesto Chamber of Commerce** 9 a.m.

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AMBASSADOR & WELCOME TEAM MEETING Modesto Chamber of Commerce** 8 a.m.

**The Modesto Chamber of Commerce is located at 1114 J St. Modesto

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MODESTO CHAMBER OF COMMERCE I MODCHAMBER.ORG

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MAY 2018

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CANDIDATES FOR COUNTY SHERIFF

JEFF DIRKSE

JUAN ALANIS

served over 10 years in various capacities in the military before becoming a Lieutenant with the Stanislaus County Sheriff's Department and the police chief in Patterson.

began his service 23 years ago in our county’s Sheriff Department. He is currently a sergeant and acting chief of police in Hughson and Waterford.

1: WHAT QUALIFICATIONS PROPELLED YOU TO RUN FOR SHERIFF?

1: WHAT QUALIFICATIONS PROPELLED YOU TO RUN FOR SHERIFF?

Most of my adult life has been devoted to public service— first in the military as an Army Ranger and a National Guard commander in Iraq, and for the past 11 years as a member of the Stanislaus County Sheriff’s Department. Running for sheriff is a natural next step, one that will utilize my more than 30 years of leadership, law enforcement and private business training. For the past three years, I have been the police chief in Patterson.

This has allowed me to hone my knowledge of leadership in law enforcement, city government, finance, personnel management, policy and administration.

My 23 years at the Sheriff’s Office and my experience in both Adult Detention and Patrol Operations have given me the experience to lead Sheriff’s office into the future. My accomplishments in each division, gave me a knowledge base and foundation to lead the organization.

I have experience as Acting Chief of Police in both Hughson and Waterford. The advantage of having worked in law enforcement for many years lets you learn about your strengths and weaknesses, areas of improvement and gives you an insight about where your passion lies. My passion lies with the people and protecting and serving our community through proven results over 23 years.

2: DESCRIBE THE ROLE AND RESPONSIBILITY OF THE SHERIFF. HOW WOULD YOU SUGGEST THE RESIDENTS OF STANISLAUS COUNTY GAUGE THE SHERIFF’S JOB PERFORMANCE?

2: DESCRIBE THE ROLE AND RESPONSIBILITY OF THE SHERIFF. HOW WOULD YOU SUGGEST THE RESIDENTS OF STANISLAUS COUNTY GAUGE THE SHERIFF’S JOB PERFORMANCE?

Residents can gauge the sheriff’s performance by assessing their level of safety and quality of community life. Our No. 1 job is to enforce the law and keep the public safe. Transparency and accessibility are also critical. The sheriff is accountable to the people and they should have access to him through a number of forums. As an elected official, the sheriff answers directly to the people, but is subject to Board of Supervisors approval with respect to the operating budget. Sheriff is not an entry level management position; it requires someone with experience in leadership, policy, administration and budget.

The county Sheriff is responsible for law enforcement on the county level. The Sheriff is elected and manages the office. The Sheriff is responsible for the jails, patrol operations and court security and the coroner’s office. The Sheriff’s Office in Stanislaus County contracts police services with four cities: Hughson, Waterford, Riverbank, and Patterson.

3: DESCRIBE WAYS IN WHICH YOU, AS THE SHERIFF, WOULD ENCOURAGE A COLLABORATIVE AND COOPERATIVE RELATIONSHIP WITH OTHER UNITS OF LOCAL AND STATE GOVERNMENT. Policing is, by definition, a community responsibility; we are simply the mechanism for enforcement. The Sheriff’s Department has and will maintain strong working relationships with our local, state and federal partners along with various community-based organizations and stakeholders. As police chief in Patterson, I have built strong relationships through accessibility. I formed a “Chief’s Forum” with a diverse group of non-elected residents.

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MODESTO CHAMBER OF COMMERCE I MODCHAMBER.ORG

The residents can gauge the Sheriff’s job performance by their ability to protect and serve the community. Residents want to feel safe and their interaction and relationship with the Sheriff’s Office matters. They need to feel we are listening to their concerns and working together to reduce crime and protect our families. We offer a service and when we offer this service at the highest level with education, prevention, and enforcement we make the greatest impact.

3: DESCRIBE WAYS IN WHICH YOU, AS THE SHERIFF, WOULD ENCOURAGE A COLLABORATIVE AND COOPERATIVE RELATIONSHIP WITH OTHER UNITS OF LOCAL AND STATE GOVERNMENT. Collaboration and cooperation is a crucial in maintaining relationships with other governmental partners and nongovernmental organizations. The sheriff’s office is often looked to by other organizations to provide guidance and assistance in the area where public safety is the primary concern, but it doesn’t stop there.

A crucial responsibility for a new SHERIFF is developing a positive relationship with their community. Community policing begins with a commitment to building trust and mutual respect between police and communities. It is critical to public safety, ensuring all stakeholders work together to address Stanislaus County’s crime challenges.

JEFF DIRKSE

JUAN ALANIS

I have fostered relationships with nonprofit groups that have allowed us to more effectively police the city. I have strong relationships with City Council, city staff and other agencies that have created a synergistic team environment.

4: HOW COULD THE OFFICE YOU SEEK TO LEAD BE MORE TRANSPARENT, YET MORE EFFECTIVE?

The Sheriff’s Department is transparent. We will continue all of our efforts in community outreach and engagement and efficient delivery of public safety services to the county. We will work to restore the citizen’s academy and expand our ride along program—two of the most effective ways to teach the community about what we do while simultaneously providing an opportunity for citizens and deputies to regularly interact. Relationships build trust, and we must continue this all the way down to the deputy level. As sheriff, I will personally be accessible and responsible to address any situation or issue.

5: DESCRIBE THE TOP 3 CHALLENGES FACING OUR COUNTY’S CRIME AND LEGAL SYSTEM, AND YOUR IDEAS ON HOW TO HELP OVERCOME THESE CHALLENGES. We must address our staffing challenges. We cannot provide additional services to the citizens of Stanislaus County while understaffed. Our No. 1 short-term priority is recruiting and retaining deputies. We will do this through focused recruiting of local young men and women. Next, our communities must address addictions and mental illnesses that fuel homelessness, property crimes and serious violent crimes. We cannot arrest our way out of this situation; we must address the root causes in our communities. Finally, we must have accountability for criminals.

This will require collaboration, legislation and funding from state level leaders.

6: WHAT BUDGET CHALLENGES IS THE SHERIFF’S OFFICE FACING, AND WHAT WILL BE YOUR APPROACH TO SOLVING THEM? We do not have budgetary challenges; we have staffing challenges.

The Sheriff’s Department is fully funded. The Board of Supervisors has made public safety restoration its No. 1 priority. Higher pay is the primary reason why we lose deputies to other agencies.

While we cannot pay Bay Area wages, we do need to address our compensation packages to make us more competitive. We can do this by looking at non-traditional means that do not impact public safety retirements, such as take home cars, fitness incentives and education incentives.

7: WHAT ROLE DOES THE SHERIFF’S OFFICE PLAY IN THE LOCAL ECONOMY, AND ARE THERE WAYS THE SHERIFF’S OFFICE AND THE CHAMBER OF COMMERCE AND ITS MEMBERS CAN WORK MORE CLOSELY TOGETHER? The Sheriff’s Department has an excellent relationship with the business community. We regularly participate in crimes. In Patterson, as the chief, I have developed strong relationships with many businesses in the city. We work cooperatively together to solve and prevent crimes, homelessness and prepare for critical incidents.

5: DESCRIBE THE TOP 3 CHALLENGES FACING OUR COUNTY’S CRIME AND LEGAL SYSTEM, AND YOUR IDEAS ON HOW TO HELP OVERCOME THESE CHALLENGES. As Sheriff I must effectively use proactive methods of enforcement whenever possible and as quickly as I can resolve the staffing shortages. I will re-establish the community policing model and return deputies to the communities to better serve our citizens. By enhancing crime analysis methods, using technological advancements and developing partnerships within our communities will help keep our communities safe from the effects these propositions have created. These provide additional incentives to deputies and additional benefits to the county.

6: WHAT BUDGET CHALLENGES IS THE SHERIFF’S OFFICE FACING, AND WHAT WILL BE YOUR APPROACH TO SOLVING THEM? The budget challenges of the future will involve the legislative changes associated with inmate housing and staffing management of the required facilities. This burden on the taxpayers must be closely monitored to ensure that the needs of the community are properly managed. With these challenges as sheriff I must closely scrutinize the budget process and utilize the most progressive law enforcement methods possible to save costs wherever possible. Being involved in the community, utilizing technology and aggressively addressing the challenges in a collaborative manner will provide the necessary components to keeping our community safe.

7: WHAT ROLE DOES THE SHERIFF’S OFFICE PLAY IN THE LOCAL ECONOMY, AND ARE THERE WAYS THE SHERIFF’S OFFICE AND THE CHAMBER OF COMMERCE AND ITS MEMBERS CAN WORK MORE CLOSELY TOGETHER? Safe communities attract local business and create a thriving economy. We need to work closely with the Chamber of community events that promote a healthy, safer community.

We work directly with business leaders, owners and employees to educate them on how to protect themselves from a variety of Commerce to establish a good working relationship with our business partners. We need to educate them on crime trends and ways they can protect their business. With advancements in technology, we need to be prepared to prevent crime before it occurs. I will maximize technology to reach our citizens and provide them with a voice to make our community safe. I will be proactive with the business community and provide the latest trends on cyber-security that is plaguing our networks. By working together, we can help produce a thriving economy by reducing crime and attracting more businesses.

MAY 2018

CANDIDATES FOR COUNTY SHERIFF

4: HOW COULD THE OFFICE YOU SEEK TO LEAD BE MORE TRANSPARENT, YET MORE EFFECTIVE?

This can be accomplished with implementing body cameras and a community outreach committee. We need to listen to the community and what’s important to them when it comes to crime and issues in the community. This can be done through established relationships, partnerships, and working together. With the use of technology, we can educate the community on law enforcement practices and strengthen our message by connecting through social media and personal interaction.

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CANDIDATES FOR DISTRICT ATTORNEY

BIRGIT FLADAGER

STEVEN O'CONNOR

became the first female district attorney of Stanislaus County when she took office in July 2006 and is seeking her fourth term.

has been practicing law since 1989, most of which has been both public and general criminal defense.

1: WHAT QUALIFICATIONS PROPELLED YOU TO RUN FOR DISTRICT ATTORNEY?

1: WHAT QUALIFICATIONS PROPELLED YOU TO RUN FOR DISTRICT ATTORNEY?

Prior to first being elected as District Attorney in 2006, I served as a major case trial attorney for nearly 20 years, with over six years as a supervising Chief Deputy and member of the management team. Additionally, my service in the U.S. Navy was as a prosecutor within the Judge Advocate General’s (JAG) Office. These roles allowed me to expand my leadership experience and strengthen my ability to deal with high stress public situations. As I near the end of my third term, I fully appreciate how much I have learned and grown in this position.

I am a criminal defense attorney with a long record of zealously representing my clients and I want to bring that zeal to making Stanislaus a great place to live again. As I see it, the extreme crime and homelessness that we are experiencing are unacceptable, and we all need to fix these problems together.

2: DESCRIBE THE ROLE AND RESPONSIBILITY OF THE DISTRICT ATTORNEY. HOW WOULD YOU SUGGEST THE RESIDENTS OF STANISLAUS COUNTY GAUGE THE DA’S JOB PERFORMANCE? A District Attorney’s role is to protect their community through the vigorous, fair and ethical pursuit of justice while also protecting the rights of crime victims.

The public should look at many different aspects of the District Attorney’s Office to gauge job performance, to include partnerships with criminal justice agencies and other entities which have been implemented to create or enhance collaboration and efficiency.

Most specifically, however, is how well the office adapts to the State of California tilting the scales of justice in favor of criminals.

The current climate of California’s criminal justice system is deteriorating, and the need for someone who will continue to stand fast in the face of changing political winds is paramount.

3: DESCRIBE THE WAYS IN WHICH YOU, AS THE DISTRICT ATTORNEY, WOULD ENCOURAGE A COLLABORATIVE AND COOPERATIVE RELATIONSHIP WITH OTHER UNITS OF LOCAL AND STATE GOVERNMENT. My office has and continued to work collaboratively with local, state and federal agencies. We accomplish this through local and regional task forces, giving and receiving training, and by regular meetings, both at the executive and line level. Communication is key to ensuring good partnerships—and I am a big advocate of process improvement, so if there is a more efficient or better way to do things, we listen and make necessary changes.

4: HOW COULD THE OFFICE YOU SEEK TO LEAD BE MORE TRANSPARENT, YET MORE EFFECTIVE? All levels of government could benefit from a big dose of 21st century transparency. My office has invested in the infrastructure needed to digitize records and work electronically, giving Deputy District Attorneys and those we serve greater accessibility to needed documents and files. Modern transparency also means proactively reaching out to the public in their chosen medium,

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MODESTO CHAMBER OF COMMERCE I MODCHAMBER.ORG

My background includes 15 years’ experience as a trial attorney, three years of volunteer work with a San Francisco supervisor, and about two years of both paid and volunteer experience tutoring/mentoring at-risk youth.

I appreciate both conservative and liberal principles; I strongly believe we can both vigorously and effectively prosecute crime while also working toward decent jail conditions and respect for the accused.

2: DESCRIBE THE ROLE AND RESPONSIBILITY OF THE DISTRICT ATTORNEY. HOW WOULD YOU SUGGEST THE RESIDENTS OF STANISLAUS COUNTY GAUGE THE DA’S JOB PERFORMANCE? The main role of the District Attorney is to prosecute people who break the law. They also have a role in crime prevention. The DA has a huge responsibility to prioritize and use their discretion so that the limited funds available have the biggest impact. Residents should gauge performance, for the most part, on whether the problems of crime and homelessness have been ameliorated.

3: DESCRIBE THE WAYS IN WHICH YOU, AS THE DISTRICT ATTORNEY, WOULD ENCOURAGE A COLLABORATIVE AND COOPERATIVE RELATIONSHIP WITH OTHER UNITS OF LOCAL AND STATE GOVERNMENT. As DA, I would develop close professional relationships with other departments. For example, it is important for the DA to work well with the Public Defender and Conflict offices in order to deal with issues like our “back-logged” criminal court system.

4: HOW COULD THE OFFICE YOU SEEK TO LEAD BE MORE TRANSPARENT, YET MORE EFFECTIVE? Making as much information as possible as conveniently-available as possible would allow for increased feedback from the public and other county departments which in turn should help the DA determine whether the funds available are being spent in the most effective ways. For example, budgets and similar plans should be available online for the public and other departments.

BIRGIT FLADAGER

STEVEN O'CONNOR

including social media where we have become much more active.

We must, however, ensure that any information provided is vetted and does not jeopardize a pending case or violate the special ethical rules that apply to prosecutors.

5: DESCRIBE THE TOP 3 CHALLENGES FACING OUR COUNTY’S COURT AND LEGAL SYSTEM, AND YOUR IDEAS ON HOW TO HELP OVERCOME THESE CHALLENGES.

i. Like private employers—recruiting and retaining quality employees is difficult. Younger attorneys with school debt are constantly scouting for higher paying opportunities, while many seasoned prosecutors are becoming overwhelmed by challenges in a changing criminal justice environment. Higher compensation and increased staffing are the obvious answer—although difficult to achieve in the government sector. ii. Break the court case logjam. Obviously, a shortage of judges plays a role, but it all goes back to efficiency, utilizing technology, and a desire to work hard from everyone in the court system. iii. Strengthening observance and respect for crime victims’ rights initiatives. Burglaries, car theft and other property crimes are traumatic and infuriating. Victims of violent crime and their families deserve speedy trials just as much as the criminals do. We must do a better job restoring the public’s trust in the criminal justice system by treating victims with compassion and respect and moving their cases expeditiously to conclusion.

6: WHAT BUDGET CHALLENGES IS THE DISTRICT ATTORNEY’S OFFICE FACING, AND WHAT WILL BE YOUR APPROACH TO SOLVING THEM? The number one budget issue—like any private employer—is how to offer competitive salaries to attract and retain quality employees, especially in light of the challenges and restrictions of the labor negotiations process and the budgetary constraints of the county. I have been lobbying for additional staffing and more competitive wages given the improved fiscal health of the county.

The current Board of Supervisors has approved funding for three additional prosecutors, but more are definitely needed. As District Attorney, I have been a strong steward of taxpayer dollars and will continue to fight only for funding necessary to operate an efficient and effective prosecutor’s office.

ii. The lack of respect for both a humane jail and the right of every defendant to zealous representation and a fair trial. This can be helped by having a DA who, using practical means, relationships, and the “bully pulpit,” cares and takes action on these issues. iii. Funding.

Ensuring ongoing adequate money to support a high-functioning Criminal Division is always challenging and complicated. As DA I would work hard to help the Court work in a smooth and costeffective manner.

6: WHAT BUDGET CHALLENGES IS THE DISTRICT ATTORNEY’S OFFICE FACING, AND WHAT WILL BE YOUR APPROACH TO SOLVING THEM? One of my fellow candidates, Mr. Mayne, has made it clear that there has been wasteful spending within the DA’s office, including such things as the purchase of unneeded and unused office equipment.

Also, there have been numerous unsuccessful, politically-motivated, and costly prosecutions under our incumbent. As DA, I believe a professional audit would be a first order of business.

7: WHAT ROLE DOES THE DISTRICT ATTORNEY’S OFFICE PLAY IN THE LOCAL ECONOMY, AND ARE THERE WAYS THE DA’S OFFICE AND THE CHAMBER OF COMMERCE AND ITS MEMBERS CAN WORK MORE CLOSELY TOGETHER? The District Attorney plays a large role in our local economy. Crime and homelessness lower our quality of life both materially and psychologically. If we can reduce these problems, it would help create the conditions to maintain and grow all areas of our economy.

The DA and the Chamber should be able to coordinate in many ways to deal with Modesto’s crime and homelessness. It would be helpful to have an attorney from the DA’s office as a liaison to the Chamber for law enforcement and crime prevention initiatives.

7: WHAT ROLE DOES THE DISTRICT ATTORNEY’S OFFICE PLAY IN THE LOCAL ECONOMY, AND ARE THERE WAYS THE DA’S OFFICE AND THE CHAMBER OF COMMERCE AND ITS MEMBERS CAN WORK MORE CLOSELY TOGETHER? Like any local government agency, we should look for ways to keep tax dollars local. Over the last couple of years, my office has expended funds for modernizing furniture and technology.

I have made sure that as many dollars as possible have been spent locally—whether it’s the Warden’s Office or other local businesses, we should spend money with those who employ residents.

MAY 2018

CANDIDATES FOR DISTRICT ATTORNEY

5: DESCRIBE THE TOP 3 CHALLENGES FACING OUR COUNTY’S COURT AND LEGAL SYSTEM, AND YOUR IDEAS ON HOW TO HELP OVERCOME THESE CHALLENGES.

i. The backlog of criminal cases leading to some victims’ lives being put on hold and some defendants being in jail for ten years before having a trial. This problem could be solved by giving the Deputy District Attorneys authority to settle cases. Currently, they are constrained by a fear-based culture that does not allow for this process to work.

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CANDIDATES FOR DISTRICT ATTORNEY

PATRICK KOLASINSKI

JOHN R. MAYNE

is an attorney who primarily practices immigration and criminal defense law in Stanislaus County.

has been a prosecutor for the past 17 years under Birgit Fladager and now seeks a change.

1:WHAT QUALIFICATIONS PROPELLED YOU TO RUN FOR DISTRICT ATTORNEY?

1: WHAT QUALIFICATIONS PROPELLED YOU TO RUN FOR DISTRICT ATTORNEY?

I realized that our District Attorney’s office needed a leader with a strong background in management to cure the problems it is facing, and that I have that background. I have worked in various forms of management, from small businesses to large enterprises, for almost my entire life, and even spent two-and-a-half years at the California State Parks Chief Counsel’s office learning how to manage a large public agency.

I have been a prosecutor for 17 years, handling every kind of case from murder to sex crimes to gang crimes. When my friends and colleagues asked me to run, I wanted to make sure that it would not split the office—in fact, I now have the public endorsement of 18 current and former line prosecutors—no other candidate has any. I also have the endorsement of law enforcement associations and many members of the community. My most famous case was that of now-convicted murderer Doug Porter, a pastor who staged a fatal car crash.

2: DESCRIBE THE ROLE AND RESPONSIBILITY OF THE DISTRICT ATTORNEY. HOW WOULD YOU SUGGEST THE RESIDENTS OF STANISLAUS COUNTY GAUGE THE DA’S JOB PERFORMANCE? The District Attorney is the top law enforcement officer of the county, and the manager of the largest law firm in the county.

In that role, the District Attorney is responsible for developing, implementing, and managing the policies that shape all law enforcement and public safety actions in the county. Traditionally, we have only evaluated District Attorneys on one metric—the conviction rate. That’s a quick and easy measure, but inaccurate.

Instead, we should evaluate the District Attorney on actual outcomes—recidivism rates, crime reduction and prevention, and how efficiently the office does its work.

3: DESCRIBE WAYS IN WHICH YOU, AS THE DISTRICT ATTORNEY, WOULD ENCOURAGE A COLLABORATIVE AND COOPERATIVE RELATIONSHIP WITH OTHER UNITS OF LOCAL AND STATE GOVERNMENT. My campaign motto is “let’s make Stanislaus County safer, together” because I recognize that the District Attorney cannot work alone. To be effective, the District Attorney must partner with both the public and private sectors, including law enforcement, victims’ services, mental and public health providers, and the business community, among others. I have committed to constantly engaging with each of these groups and to holding a public forum at least quarterly where anyone in the community can speak directly to me and address their concerns. I have also embrace Juan Alanis’s idea of building a community-wide law enforcement engagement panel that consists of leaders from every constituency.

2: DESCRIBE THE ROLE AND RESPONSIBILITY OF THE DISTRICT ATTORNEY. HOW WOULD YOU SUGGEST THE RESIDENTS OF STANISLAUS COUNTY GAUGE THE DA’S JOB PERFORMANCE? The role of the District Attorney is to administer the laws with a focus on justice and public safety. Gauging the performance from an outsider’s view is necessarily difficult, but the following items are useful: i. Employee turnover. Turnover is an important indicator of the health of the organization. ii. Homicide rate. If homicides are going up, something is going wrong. iii. Case closure. Are cases being handled both effectively and efficiently? iv. Appellate court reversals and findings of misconduct. v. Nepotism and other preferential treatment in hiring, promotions,and case handling.

3: DESCRIBE WAYS IN WHICH YOU, AS THE DISTRICT ATTORNEY, WOULD ENCOURAGE A COLLABORATIVE AND COOPERATIVE RELATIONSHIP WITH OTHER UNITS OF LOCAL AND STATE GOVERNMENT. The 1st step is to ensure that people are kept safe. Currently, we routinely reject or undercharge cases which involve jailers.

Violence against jail staff must be charged appropriately.

2nd, I would ensure that there is direct communication with agencies that are less directly associated with prosecution, but are still related, like Child Protective Services.

3rd, I would make sure that people knew how to find me and would go out of my way to be available to local agencies and the public.

4th, I would have an annual all-staff meeting, of which part would be open to the public.

12

MODESTO CHAMBER OF COMMERCE I MODCHAMBER.ORG

PATRICK KOLASINSKI

JOHN R. MAYNE

4: HOW COULD THE OFFICE YOU SEEK TO LEAD BE MORE TRANSPARENT, YET MORE EFFECTIVE?

4: HOW COULD THE OFFICE YOU SEEK TO LEAD BE MORE TRANSPARENT, YET MORE EFFECTIVE?

Transparency and effectiveness go hand in hand and are a key part of my vision for the office. The best way to improve efficiency is to study what is happening, what is working, and what needs to change. That can only be done through transparency. I will partner with CSUS (and MJC if possible) to develop the opportunity for our local criminal justice, public administration, and social sciences students to measure what is happening in the office, how our policies work (or don’t), and to jointly develop improvements based on what works here and elsewhere.

I would suggest a better phrasing would be, “more effective through greater transparency.” Transparency is simply not at odds with efficacy; the current administration is resistant to transparency because some of the things that have happened would be unpalatable to the public.

i. The incredible backlog of criminal cases. ii. The unprecedented turnover of attorneys at the District Attorney’s Office. iii. The perpetual need to do more with less as needs grow and funding sources shrink.

All three problems are related—inefficiency caused by the turnover rate (new attorneys are naturally less efficient) makes it harder for the courts and attorneys to effectively handle cases, growing the backlog, increasing the workload, and causing more turnover. The way out of this vicious cycle is to embrace modern approaches, in both technology and policies, to reduce the backlog and more efficiently handle cases, reducing the workload and encouraging attorneys to stay.

6: WHAT BUDGET CHALLENGES IS THE DISTRICT ATTORNEY’S OFFICE FACING, AND WHAT WILL BE YOUR APPROACH TO SOLVING THEM? The District Attorney’s office, like most public agencies, faces perpetual budget challenges. The office has struggled to pay competitive salaries, has splurged on technology that went unused, and has spent uncounted millions of dollars without a public accounting. I will make the District Attorney’s office’s budget transparent, publishing a detailed budget and allowing for public accountability of spending choices. I will conduct rolling spending and time use audits to identify and eliminate waste and will use those savings to bring pay up to competitive standards.

Problems: i. Turnover. The office has had increasing turnover, especially in the last four years. Many of those who left took pay cuts and stayed local. ii. Homicide rate. Homicides hit a 10-year high last year. iii. Case delays. We may have the slowest case resolutions in California.

Solutions: i. Focus on violent crime. Form a major crimes unit. ii. Improve evidence handling. Hand over evidence early.

Respect all employees. In response to my internal support, the incumbent ran an ad: “Some people in the criminal justice system don’t like her [tough] approach because it makes them work harder.” This was unhelpful.

6: WHAT BUDGET CHALLENGES IS THE DISTRICT ATTORNEY’S OFFICE FACING, AND WHAT WILL BE YOUR APPROACH TO SOLVING THEM? The budget challenges are almost entirely of the office’s own making.

The office spent almost $500,000 last May on unneeded scanners, televisions that went to tiny rooms, large monitors that replaced existing identical monitors, and unused furniture. This was money that could have gone to people or a 21st-Century evidence-handling system. Instead, it was wasted.

The excuse that government agencies must use up money to retain budgets does not justify burning taxpayer money. It also doesn’t justify using the money on unneeded supplies. We have also simply passed on applying for some grants, like the Office of Traffic Safety grant.

7: WHAT ROLE DOES THE DISTRICT ATTORNEY’S OFFICE PLAY IN THE LOCAL ECONOMY, AND ARE THERE WAYS THE DA’S OFFICE AND THE CHAMBER OF COMMERCE AND ITS MEMBERS CAN WORK MORE CLOSELY TOGETHER?

7: WHAT ROLE DOES THE DISTRICT ATTORNEY’S OFFICE PLAY IN THE LOCAL ECONOMY, AND ARE THERE WAYS THE DA’S OFFICE AND THE CHAMBER OF COMMERCE AND ITS MEMBERS CAN WORK MORE CLOSELY TOGETHER?

Public safety and the sense of security are vital to the economic development and success of any region. Without a feeling of safety and security, it is difficult to secure investment and attract talent, and the District Attorney is ultimately responsible for the safety and security of every person and business in the county. We can work together to improve crime reporting and prosecution, finding agriculture to restaurants to insurance to repair shops—everyone should be able to operate with minimal interference from criminals.

The Modesto Chamber of Commerce is a hub of information about what is actually occurring in business. I want a close, working relationship with the chamber. Thank you!

Economy and crime are always intertwined. In general, improved economy leads to less crime. Capitalism cannot be allowed to be derailed by thieves, vandals, arsonists, and violent criminals.

Protection of businesses from quality-of-life crimes is important to their continued functioning. This includes everything from ways to reduce recidivism, whether through improving accountability or employment opportunities, and by constantly listening to the Chamber’s needs and ideas for improvement. Our business community is creative, innovative, and strong, and I look forward to partnering with you as we make our county safer, together.

MAY 2018

CANDIDATES FOR DISTRICT ATTORNEY

5: DESCRIBE THE TOP 3 CHALLENGES FACING OUR COUNTY’S COURT AND LEGAL SYSTEM, AND YOUR IDEAS ON HOW TO HELP OVERCOME THESE CHALLENGES.

5: DESCRIBE THE TOP 3 CHALLENGES FACING OUR COUNTY’S COURT AND LEGAL SYSTEM, AND YOUR IDEAS ON HOW TO HELP OVERCOME THESE CHALLENGES.

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CANDIDATES FOR SUPERINTENDENT OF SCHOOLS

DON DAVIS

SHANNON SANFORD

served as a teacher, administrator, principal, assistant superintendent, and is currently serving as the School Superintendent and has been since 2009.

spent 16 years as a teacher in the classroom and the past 12 years as the longest serving School Superintendent in Stanislaus County.

has worked in a variety of positions over the past 23 years in the field of education.

He has been serving as a School Superintendent for the past 7 years.

1: WHAT QUALIFICATIONS PROPELLED YOU TO RUN FOR COUNTY SUPERINTENDENT OF SCHOOLS?

1: WHAT QUALIFICATIONS PROPELLED YOU TO RUN 1: WHAT QUALIFICATIONS PROPELLED YOU TO RUN FOR COUNTY SUPERINTENDENT OF SCHOOLS? FOR COUNTY SUPERINTENDENT OF SCHOOLS?

I led the transformation of the lowest performing school in the county with poverty and language barriers into highest performing high school in seven counties.

I share this experience with educators across the region, state and nation. I believe all kids can learn if taught well and provided support.

I have a Master’s Degree in Educational Administration and have been in education for 28 years. I have been a teacher for 16 years and the Superintendent at Gratton School District for 12 years. I am the longest serving Superintendent in Stanislaus County. As a district Superintendent, I am a customer of Stanislaus County Office of Education. Being a customer gives me a unique perspective to draw from to know what improvements need to be made with service from the County Office of Education.

I cofounded the StanReads & StanFutures countywide initiatives to increase early literacy and the college completion rates in our region. With 36 years of experience, I established Career Technical Education programs where none existed, I was twice elected to school boards, have a Master’s in Education Administration and a Doctorate in Education.

2: DESCRIBE THE ROLE AND RESPONSIBILITY OF THE COUNTY SUPERINTENDENT OF SCHOOLS. HOW WOULD YOU SUGGEST THE RESIDENTS OF STANISLAUS COUNTY GAUGE THE SUPERINTENDENT’S JOB PERFORMANCE? The County Superintendent must advocate for the best education possible for all students. Because 109,000 students attend Stanislaus schools, the superintendent must support districts in achieving their goals! The superintendent collaborates with local educators as they develop plans to best serve their students and community. Stanislaus districts vary in size, so the superintendent also provides assistance with their preschools, expelled students, students with exceptional needs and safety plans. I am a superintendent with experience in all of these areas.

14

SCOTT KUYKENDALL

MODESTO CHAMBER OF COMMERCE I MODCHAMBER.ORG

2: DESCRIBE THE ROLE AND RESPONSIBILITY OF THE COUNTY SUPERINTENDENT OF SCHOOLS. HOW WOULD YOU SUGGEST THE RESIDENTS OF STANISLAUS COUNTY GAUGE THE SUPERINTENDENT’S JOB PERFORMANCE?

For the past seven years, I’ve worked at the Stanislaus County Office of Education as assistant county superintendent. During my 23 years in education, I’ve held a variety of jobs and titles. I’ve worked at a small high school, a large alternative education high school and served as principal at Johansen High School in Modesto. While at Modesto City Schools, I was the director of secondary education—responsible for all 15,000 junior high and high school students. I began my career working as a Spanish and English teacher after studying Spanish in Spain and as a Fulbright Scholar in Venezuela.

2: DESCRIBE THE ROLE AND RESPONSIBILITY OF THE COUNTY SUPERINTENDENT OF SCHOOLS. HOW WOULD YOU SUGGEST THE The role of the County Superintendent of RESIDENTS OF STANISLAUS COUNTY GAUGE THE Schools is a facilitator and SERVANT of SUPERINTENDENT’S JOB PERFORMANCE? leaders among its 24 districts in this county The County Superintendent of Schools and their students while being accountable oversees all aspects of the County Office to taxpayers. The County Superintendent of Education including its nearly 1100 must take an ACTIVE, facilitative role employees and $250 million budget. with the district Superintendents of this Specific responsibilities are the support of county. Priorities must be articulated and local school districts via direct services to agreed upon among all Superintendents students, fiscal oversight of district budgets, in the areas of curriculum, budget, human teacher and administrator trainings, and resources, student services, and special student programs such as Foothill Horizons education. Currently, Stanislaus County and YES! Co. The County Superintendent students rank 40th in Language Arts also serves as legislative advocate for local and 47th in Math achievement out of 58 districts to ensure that their voices are counties in California. It is the role and the heard in Sacramento. SCOE is often sought responsibility of the County Superintendent for its expertise and has an outstanding to increase student achievement. reputation for educational excellence in Stanislaus County and throughout the State of California.

DON DAVIS

SHANNON SANFORD

SCOTT KUYKENDALL

Look for increases in: reading ability, mathematics, science and engineering, and students graduating high school ready to pursue college and careers.

3: DESCRIBE WAYS IN WHICH YOU, AS A COUNTY SUPERINTENDENT OF SCHOOLS, WOULD ENCOURAGE A COLLABORATIVE AND COOPERATIVE RELATIONSHIP WITH OTHER UNITS OF LOCAL AND STATE GOVERNMENT.

3: DESCRIBE WAYS IN WHICH YOU, AS A COUNTY SUPERINTENDENT OF SCHOOLS, WOULD ENCOURAGE A COLLABORATIVE AND COOPERATIVE RELATIONSHIP WITH OTHER UNITS OF LOCAL AND STATE GOVERNMENT.

Collaboration among all stakeholders is key to student success. Seeking regular input and coordination from all units of local and state government is a must. We cannot work in silos and expect efficiency for students and tax payers. Regarding legislators, the County Superintendent of Schools should serve as an advocate to relay a coordinated message from the 24 district Superintendents.

School safety is a hot topic of discussion.

Under my direction, the Sheriff’s Department and SCOE worked together on a comprehensive active shooter training for local emergency response agencies and school staff. The Focusing on Children Under Stress (FOCUS) program—recognized as a model in California—is another great example of interagency teamwork in which SCOE has taken a lead. First responders inform local school districts when students experience a traumatic event in the home, giving schools the opportunity to better meet student needs the next day. Stanislaus County was the first to implement this program in CA.

The Department of Education and state representatives need to hear regularly from the County Superintendent regarding the direction of public policy. I present challenges of public education and suggestions for legislative action to our state representative.

I encourage partnerships with the Police Athletic League and CSU Stanislaus to supply trained after school workers and tutors. I have police address students in making good choices, and in “see something say something” to promote safety. I ask professionals to conduct threat assessments on campuses to determine vulnerabilities.

I’ve encouraged multi-agency collaborations to lower teenage drinking and bringing behavioral health services to schools.

4: WHAT ROLE DO COUNTY SCHOOLS HAVE IN ECONOMIC DEVELOPMENT? HOW CAN THE COUNTY OFFICE OF EDUCATION BEST SUPPORT THE GROWTH AND RETENTION OF JOBS? Our mission is to develop young people into productive, contributing members of society, and instill in them the belief that they matter to our nation’s well-being. Schools equip students with the ability to continue to learn, to become the workers and entrepreneurs of the future. The County Office must support schools in implementing relevant programs that teach job-readiness and career planning.

As superintendent, I will analyze where the need for workers is headed and collaborate with industry leaders determining the essential skills and attributes they want our kids to have when they graduate and then communicate this to local school boards.

5: HOW COULD THE OFFICE YOU SEEK TO LEAD BE MORE TRANSPARENT, YET MORE EFFECTIVE? Transparency means being honest about the condition of our schools and to admit it when a problem exists. I was the principal of the lowest performing school in the county but didn’t make excuses; we worked together on

Encouragement of coordination and agreement between local county initiatives and school districts is imperative.

4: WHAT ROLE DO COUNTY SCHOOLS HAVE IN ECONOMIC DEVELOPMENT? HOW CAN THE COUNTY OFFICE OF EDUCATION BEST SUPPORT THE GROWTH AND RETENTION OF JOBS? Student achievement is the base and backbone of our economic stability and development. Strong students who exhibit academic achievement and superior vocational skills with drive and grit will provide a successful workforce for our community. With over a quarter of a billiondollar budget, and over 1,000 employees, it is the job of the County Office of Education to provide intense, and exemplary support for districts to produce those students.

5: HOW COULD THE OFFICE YOU SEEK TO LEAD BE MORE TRANSPARENT, YET MORE EFFECTIVE? Transparency is the first step in effectiveness, especially with the 24 districts in this county.

Decision making should be shared because the Office of Education works for districts their students and taxpayers.

6: DESCRIBE THE TOP 3 CHALLENGES FACING OUR STUDENTS, AND YOUR IDEAS ON HOW TO HELP THEM OVERCOME THESE CHALLENGES. Improve Student Achievement- We must create a strong, successful elementary 10 year base to send to high school using STEM (Science, Technology, Engineering and Math) integration and application.

Increase and Expand Vocational Education Opportunities for students while also

4: WHAT ROLE DO COUNTY SCHOOLS HAVE IN ECONOMIC DEVELOPMENT? HOW CAN THE COUNTY OFFICE OF EDUCATION BEST SUPPORT THE GROWTH AND RETENTION OF JOBS? It is important to train individuals in areas that provide a competitive wage and break the cycle of poverty and unemployment in Stanislaus County. Currently, many goodpaying jobs go unfilled, especially in the areas of health care and advanced manufacturing.

The Stanislaus County Office of Education recently purchased the former Modesto Bee building to create a training center to meet the needs of local adult students by teaching critical skills identified by local businesses.

SCOE currently offers three training programs: construction trades, medical professional care assistant, and advanced manufacturing via The VOLT Institute in partnership with Opportunity Stanislaus.

5: HOW COULD THE OFFICE YOU SEEK TO LEAD BE MORE TRANSPARENT, YET MORE EFFECTIVE? 1. The Stanislaus County Office of Education is committed to transparency and effectively communicating with the residents of Stanislaus County. Each September the Annual Report is published and circulated throughout the county. News releases are frequently sent to local media outlets. In addition, SCOE uses various social media platforms to keep the public aware of trainings, events and recognition ceremonies. SCOE’s communication team MAY 2018

CANDIDATES FOR SUPERINTENDENT OF SCHOOLS

3: DESCRIBE WAYS IN WHICH YOU, AS A COUNTY SUPERINTENDENT OF SCHOOLS, WOULD ENCOURAGE A COLLABORATIVE AND COOPERATIVE RELATIONSHIP WITH OTHER UNITS OF LOCAL AND STATE GOVERNMENT.

15

DON DAVIS

SHANNON SANFORD

SCOTT KUYKENDALL

improving teaching to better serve students.

After a few years, we were highlighted on the U.S. Department of Education website for Doing What Works in closing achievement gaps between students. I will help county educators analyze data, admit a problem exists, research ways to improve, define success – then take action! Working together we’ll share our stories and offer practical strategies for success!

increasing communication among K-12 and vocational or college systems for seamless transition for students- bring all entities together on a regular basis for articulation and decision making.

regularly submits articles to local magazine publishers. Board meetings are held every second Tuesday of the month and are open to the public. Currently, board meetings are not televised. This is an area I would like to explore.

Increase coordination, quality and effectiveness of service from Stanislaus County Office of Education to its 24 districts and their studentstransparency and shared decision making with district Superintendents.

6: DESCRIBE THE TOP 3 CHALLENGES FACING OUR STUDENTS, AND YOUR IDEAS ON HOW TO HELP THEM OVERCOME THESE CHALLENGES

6: DESCRIBE THE TOP 3 CHALLENGES FACING OUR STUDENTS, AND YOUR IDEAS ON HOW TO HELP THEM OVERCOME THESE CHALLENGES. Relevance: I’ll support local districts to introduce career awareness at younger ages, and support the development of technology skills, workforce skills, and the need to graduate with a career plan that clearly defines next steps after high school.

CANDIDATES FOR SUPERINTENDENT OF SCHOOLS

Literacy: Only 40% of Stanislaus enter school “kindergarten ready”. The 0-5 age group needs visionary leadership that educates parents and helps communities push reading as an essential aspect of early childhood development.

16

Mathematics: I serve on the Math Task Force to improve math outcomes. We have classrooms in which students excel in mathematics. The County Office must facilitate expansion of best practices.

7: WHAT BUDGET CHALLENGES IS THE COUNTY OFFICE OF EDUCATION FACING, AND WHAT WILL BE YOUR APPROACH TO SOLVING THEM? Like local school districts, the County Office of Education has competing demands on the resources it receives. The challenges of providing support to school districts, staying current in technology and instructional practice, servicing students in the countyrun schools and meeting the rising contributions to public employee retirement systems, make budgeting difficult. I will bring my experience of balancing budgets, by making decisions that support students and the people who serve them the highest priority. I’ll communicate the core mission, which is to support districts across the county in developing world-class school systems and see that those supports are funded responsibly.

MODESTO CHAMBER OF COMMERCE I MODCHAMBER.ORG

7: WHAT BUDGET CHALLENGES IS THE COUNTY OFFICE OF EDUCATION FACING, AND WHAT WILL BE YOUR APPROACH TO SOLVING THEM? The biggest budget challenge is transparency with taxpayers and its 24 districts.

Allocations and decision making should be shared with input given from districts.

The fee for service model needs to be reevaluated and comparisons made to other County Offices of Education in California.

The ability to read well by the end of third grade is one of the biggest indicators of future success. Kindergarten readiness is crucial. More needs to be done to educate parents on the importance of children’s health, the value of books in the home, and school attendance. Each year, 800900 students drop out of our high schools.

We need robust mentoring programs for our youth. Our Come Back Kids charter school provides a high school diploma program for adults. CBK has more than 700 enrolled and has graduated over 700 men and women. For more on the issues: www. kuykendall2018.com

7: WHAT BUDGET CHALLENGES IS THE COUNTY OFFICE OF EDUCATION FACING, AND WHAT WILL BE YOUR APPROACH TO SOLVING THEM? SCOE has been diligent in spending its own funds as required by state and federal laws to support local districts in a variety of ways.

SCOE currently provides special education services to districts throughout the county.

As the costs of special education continue to climb, SCOE will be challenged to keep district fees down at manageable rates.

Additionally, the governor recently mandated that districts dedicate a higher percentage of school dollars towards employee pensions each year. SCOE will need to work proactively with districts to begin making the necessary changes to avoid wholesale program cuts and/or layoffs.

VOTE 2018 COU NTY OF STANISLAU S Gubernatorial Primary Election

Tuesday, June 5 | Register to vote www.stanvote.com

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