1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

We must choose, through evidence-based decisions, what will be the best use of our time, resources and personnel and then continually be aware of, and seek to continuously improve, how we account for time spent, tasks done and people-power used. It is also important to have clear policies and procedures in place that are well communicated to all and consistently applied. The better we are at doing these things, the more spending and accounting for spending will be done well.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

There is a difference between finding savings in our annual budget (which I am certainly in favour of – with my one priority being that it directly affects students as little as possible) and finding money that can be used for building or renewing our over 500 school buildings. Currently, the funding regulations are such that Toronto is not eligible to receive funding for new school construction because not all of our over 500 schools are full. In a city this size and a board this big, that may never happen. In addition, this same criterion also means that we cannot levy charges on the development of new condos, the way that the city and the Catholic board do. While the city and the Catholic board have put HUNDREDS of millions of dollars away for future needs through such charges, the public board, because of provincial legislation, has not been able to put away a single cent. Unless there is a change in provincial regulation so that we are eligible for capital funding from the province and eligible to levy development charges for the thousands of condos still being built, we will not be able to address our capital needs without selling school properties – the only way currently available to us to raise badly needed funds. As taxpayers, I would hope that you would support the changes needed in provincial legislation to make it possible for the public school board to receive funding to build schools in heavily-enrolled areas, such as Willowdale, and to levy development charges, which would not necessitate any raise in taxes but would provide a better source of capital funds than the selling off of too many of the school properties we may need for future changes in population growth.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

If the money was for education and it could be demonstrated that it would be well spent, I could support this. As you say on your own website, taxes are a fact of life. There is no free lunch and taxes are the means by which we pay for the services the public needs. It is our responsibility as elected officials to follow up to make sure the taxes are well spent and the services that we have agreed to deliver are delivered. If a new education tax was being properly used to support good services that answered public needs and was the product of good fiscal planning and budgeting, then I would not spurn such a funding source.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

TDSB is constantly assessing its programming and distribution of programming in order to try to deliver as much as possible within the funding that we have. It is what we must continue to do. If services are as well run as they can be (see previous answer) and cost a certain amount to deliver, then that is what they cost. Beyond that, if the public feel more services are needed in order for each student to succeed, then we must have a discussion around providing more funding.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

The deficit was addressed and the budget has been balanced that year and every year. We have to work within our funding. It is a requirement by law.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

The actual capital maintenance backlog for all things such as roofs, boilers, window replacements, etc. is over $3 billion. In order to address all of this, we would need to come up with an amount equivalent to our entire annual budget. Obviously, that cannot be done – both for regulatory and practical reasons. We must, then, continue to chip away at fixing things, starting with the most emergent items, within the budget available to us. We can also look at innovative ways of getting things fixed, as with the solar panel project that is now going ahead on many of our schools, where roofs are being repaired as part of a partnership agreement with the solar power company that is installing the panels.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

The TDSB already has policy around this and has benefitted from corporate generosity. I am not opposed to exploring corporate partnerships, but they must be advantageous to the board and our students and with partners who meet standards of ethical business practice that are acceptable to our community.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

Be fair, be realistic and be aware that the broad parameters of negotiations will be set at provincial levels for all school boards.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

Once again, the province will be setting the parameters here. As we enter into a negotiation period, we will need to see what that means for us and whether or not we will have the ability to make any changes should we wish to do so.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

There are many of us who are working to do just that – by supporting evidence-based decisions for programs and services and for resource and personnel allocation, improved accountability and transparency and increased efficiency, better communication and understanding of policies, procedures and processes and consistent application of all policies, procedures and processes. It is sometimes tedious work, but it is necessary in order to deliver the best educational experience possible for each student every day.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

The TDSB examines its budget yearly. I have always supported measures which are cost saving and make sense. Unlike some of my colleagues I am not beholding to any political party and advocate only for my taxpayers, parents and students. Using our resources wisely is a wise choice

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

Some school closures cannot be avoided because they make program sense and in fact save money. Its difficult to save money in the capital budget- although we are always looking for great efficiencies so that we can redirect fund to our aging buildings which are desperately in need of hundreds of millions of dollars. We cannot possibly find the savings in the operation side that we need for capital.

We must rethink along with the Provincial Government the entire issue of Capital funding and the way we go about repairing and building schools.Some areas of possible efficiencies however are
1/ Union Contracts
2/ Transportation
3/ program consolidations
4/cashless schools
5 Use of technology in accounting and reporting systems

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

I don’t know much about the implications or the advantages. I do need more information on this. As said previously…. We must rethink along with the Provincial Government the entire issue of Capital funding and the way we go about repairing and building schools.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

Evidence based decision making must be used so that we lead not only with our hearts but our heads

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

As mentioned previously we must seek efficiencies. It is very difficult to control contracts we had nothing to do with or Provincial and Federal legislation that adds to our costs

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

We are striving so that the sale of our roofs for the use of solar panels pay for the repairs.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

Yes, but with stick controls and only for certain purposes.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

Openness, respect, and excellent analysis and facts

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

No doubt, but its best left to the negotiating table.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

We have taken great stride to address this issue as listed in many Board reports.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

1. Longer range planning for operations over a 3 year period.
2. Better priorities for capital spending.
3. Reduction and consolidation of space. Many of our schools operate below 50% capacity. Consolidated programs permit more offerings for students.
- The includes sale of lands and buildings
4. Some outsourcing of services and sharing of services with other regional school boards eg. warehousing of materials and equipment
5. School based budgeting and the beginning of decentralization where principals, staff and communities decide priorities for their schools with an envelope of funds.
6. More partnerships including P3 models in areas of infill.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

Sell properties – secondary schools running at under 50% have to be examined for possible consolidation
Consolidate more programs under one roof eg. Western Tech, Ursula Franklin and Student
School all in the Western Technical and Commercial
More imaginative timetabling in secondary schools to permit more students under the same  roof  eg. 4 period timetables can be increased to 5 and 6 period timetables to allow flexible programming
In under enrolled areas consideration to a 7-12 grade school model – permitting a middle school with rotary and the secondary school to operate in the same building

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

A lot of our programming decisions have caused parents and students to consider and move to  the separate schools and consider private options.
Full school choice for parents. Allow the schools to essentially be able to develop their own unique programs. Students where students feel welcome and part of the program along with their parents will grow and thrive and those marginal schools not meeting objectives can be reviewed for improvement or disposal.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

Special education allocations to be used – 100%. Earlier identification and do not go through identifidcation processes again for students already identified in other jurisdictions. Spaces specifically set aside in the best performing schools for students with exceptionalities.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

Partnerships to utilize for funding. P3 arrangements and leasebacks of property. Evening and weekend parking fees in areas capable of generating meaningful parking fees. Review of some central departments that are not central to instruction eg. Equity. Foreign student fees to fill half empty schools and to improve the academic tone of schools. Continuous review of building renewal contracts.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

Improve contract compliance with penalties. Evaluation of contractors and rating of contractor compliance.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

There is very little role for the TDSB in the teacher bargaining since major central issues are now bargained at a provincial table. Understand that teachers over 70% of teachers in the bargaining units have already taken 0% in the first year of the last deal and took between 0.8% and 1.8% cut in the second year.
Recognize that teachers and principals in Toronto while living in the most expensive area of the province and in the top two expensive areas of the country do not have the highest compensation in the province. Previous negotiations have already dealt with reductions in sick days and compensation for lost days.
Support staff contract are also tight now.

Our youngest teachers also have very high student levels.

Effectively bargaining with the teachers is on non-monetary issues. There is a great deal of bitterness still at the school level.

The person who wrote this question has not understood the nature of teacher bargaining and negotiations since 1974-75.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

More efficiencies can be found in the current arrangements however having seen what happens when outside contractors come in, it is not always the best for schools. More contract compliance needed.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

Full electronic disclosure including board meeting minutes that are far detailed as was done in the legacy school boards.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

The TDSB Trustees have never ignored spending problems. Our focus in hiring Directors has always been to have someone at the helm that understands the critical nature of proper spending, cutting waste and improving service delivery. One of the people hired by the Director was the head of Facilities who identified the issues named in the Toronto Star before they were published. Although this was not reported, our staff had already moved to correct many of the problems. I have always believed that, despite chronic underfunding by the Provincial government (cost of salaries and textbooks are not even covered), we work constantly to spend money in the places that are critical to student success. I will continue to fight for this and endeavour to elect a Chair that believes in this as well.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

The key to preserving properties is to move to an integrated service delivery model. We want to keep our schools because they fill up again (two in the south end of my ward were empty and under threat of closure and now they are full!). But we need to maintain them and keep them in good shape. If we integrate other public services into our sites such as mental health delivery, first level health care services for seniors, childcare, etc., other Ministries reach the public with their services right in the community and they help to pay for the buildings.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

I think that this is a possibility worth considering but it would have to come with transparency in knowing where it was spent. In this age of online access, I believe we should be able to demonstrate value for money to the public if this was the route that the government chose to take.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

I work in the children’s mental health sector and mental health and special education have been a focus for me for both terms. I have examined how other school boards deliver special education and I have been advocating for the TDSB to consider other delivery methods. I also have advocated for a detailed accounting of each school’s special education needs and then a comprehensive plan to maximize resources and partner with other agencies to deliver additional services.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

The reality is that the TDSB balanced its budget earlier than ever and there is no deficit. By law, we are not allowed to carry a deficit and the Board has worked diligently to streamline and even cut necessary teachers to balance the books. I find this distressing and the TDSB must have a strategy to work with other Boards to hold the provincial government to account. They promised to revise the inadequate education funding model in 2010 and they have failed to live up to that promise.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

We have worked with staff to create an accountability mechanism and our projects continue to stay within budget.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

I believe that public education is in the best interests of the public and proper use of taxes should support it. The United States has moved to heavy investment by private companies and this has resulted in schools being closed if they did not meet the needs of the corporation and curriculum being directed by private interests. This does not serve the public good. There is no reason that public taxes, spent wisely, cannot pay for our children’s education.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

Much of the negotiations take place at the provincial level now. We have an excellent negotiating team at the TDSB and the goal of that team is to work out a fair deal that supports teacher excellence and student learning.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

All contracts need improving and, as noted in question 8, the goal of our negotiating team is to work out a fair deal that supports students.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

In actual fact, the TDSB had already found some unwise spending although these were the exception not the rule. As noted in question 1, one of the people hired by the Director was the head of Facilities who identified the issues named in the Toronto Star before they were published. Although this was not reported, our staff had already moved to correct many of the problems.

We continue to push our Director to demonstrate excellent budget management and project control.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

All expenditures need to be reviewed by the board and going over budget should not be an option that should be considered. Not when there are so many questionable spends by the board. 

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

Without reviewing the spends it is difficult however’ number 1. Drawing estimates and proposals from suppliers with penalties for over estimated amounts and completion dates.

2/Spends on supplies.  3/Spends on repairs. 4/Spending on opening of additional schools.  5/Explore opportunities for corporate support of school enhancement on a community support platform that would allow corporate rights and tax credits without giving into profitable resolutions that jeopardize the educational system.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

New taxes are not the answer and should only be considered as a last resort. They only leads to more reckless spending. Responsible spend could yield the same gains without adding to tax payer burdens.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

Not all special needs are the same so a general policy for dealing with this is the biggest problem. I have witnessed different special need children being dealt with in the same fashion. Each individual situation needs to be dealt with as a singular not as a rule. That way it will allow us to create policies for each special need rather than a general rule.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

Review all spending, eliminate political motivated spends and also reckless spending and focus on educational benefits.  More RFP with specific guidelines should help eliminate and control more of the process ultimately reducing the spends.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

Vendors need to held accountable for staying within their estimates. Estimates for repair projects need to be closely scrutinized to ensure estimated amounts are actuate. Suppliers need to be pushed for actuate estimates and could be offered additional projects based on estimate accuracy and penalized for over budget additional requirements.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?
Absolutely corporate fundings is great way to introduce added capital without impacting the tax payer. I support increasing this as long as it does not impact education and is tightly controlled and regulated by the board.

I would also advocate additional tax benefits for corporations that contribute to the educational system to encourage support.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

This is a difficult question without knowing the demands. I believe the TDSB should listen and review the contract and act based on the demands. We are in a critical time with regards to wage demands, benefits and available funds for maintaining any increases.

The TDSB should also be proactively looking at all factors now and evaluating, calculating what is fiscally responsible and possible as a precursor to going to the table.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

Without a doubt, if these trades are not working within budgeted amounts the agreements must be reevaluated and adjusted accordingly.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

I got 3 keys for $12. dollars the other day.

There is no reason for these spends. All these generic items should be contracted to a single suppliers by RFP this would allow the TDSB the opportunity to do actual market comparison and ensure retail or better’ pricing.  The major cause of reckless spending is laziness and convenience.

Changing the culture is related to the elected trustees, trustees need to be reminded that the tax payer is not a bottomless pit. A strong educational system requires money management. Every dollar wasted is a dollar lost to the support of education which is the reason the board exists.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

Finding out about overspending via investigative journalism makes taxpayers cynical. We need to be transparent, and forthcoming, and proactive. Our first step is to ensure that we have a strong system in place, and that these types of spending problems do not occur. Period. Experts are needed, to provide guidance: on market rates, and we need to set caps on what the trade unions can charge.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

Selling school properties is not the answer. We need to get the repair and maintenance costs in order, and work with the Province to change the funding formula on the Education Development Charge. Currently, the TDSB is not eligible for funding under the current formula, as the TDSB must show that all schools are at capacity. While a number of schools are over-flowing, others have space. In a city our size, and with different pockets growing rapidly, while others remain stagnant, we will likely never be able to satisfy that requirement, and we are losing out on millions from the Province, and Developers.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

NO!

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

I have met many frustrated parents that have given up, and taken their chidlren out of the public school system, and placed them into private schools, where they believe their children will receive better support. We have a great system in place, but we need to provide better support and guidance. I will propose that we have resource teachers, with specialities in special education, integrated into classrooms. This will allow for all students to get extra support, and will not take kids out of the classroom, where they may feel stigmatized.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

Getting our share of The Education Development Charge would be a huge asset to the TDSB. And, once we get the repairs and maintenance charges under strict control, I believe we will be in a better position to balance the budget.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

Providing a transparent and public forecast of the cost of the repairs is a must. We would need to continue to inform the public of how we are doing, financially, every step of the way. We need to keep in mind that there is a maintenance backlog of $3 Billion. In order to get moving, and stay within budget, we need to prioritize repairs, and we should explore partnerships with Eco-friendly companies that can expedite repairs, and help with costs.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

In my ward, a Private Partnership within an elementary school proved to be beneficial to that school, and it was supported by many parents (a milk vending machine). I would need to consult with the community should we be faced with similar initiatives.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

Since negotiations are between the Province and the Unions, my focus would be on ensuring that my community is kept informed every step of the way.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

Yes. We would need to ensure that both taxpayers, and the unions get a fair deal.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

Yes, the infamous sharpener! TDSB Trustees need to work together, in a cooperative environment. I cannot see how anyone would disagree in the fact that we need to respect taxpayers by spending money wisely (i.e. allowing caretaking staff to hang pictures, and install sharpeners). Our focus needs to be on the administration, teachers, and ultimately, our children. We need to cap costs, in a way that reflects market rates, making it fair for everyone.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

Blaming Bolton is cheap and easy. I have always supported a balanced budget and will continue to do so.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

I do not oppose selling buildings no longer needed by the Board. I don’t approach budgets with formulistic political rhetoric like “top five specific priorities for savings.” That’s the Hudac approach and taxpayers passed their judgment on it in the election

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

Would need to see the details but generally I do not support new taxes being added to what is being paid for by taxpayers now.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

Don’t agree with your premise that special education is the greatest failure of the system.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

The Board has balanced its budget and must do so by law. I agree with and support that position.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

Can’t be dealt with unless we reduce the number of schools and the government established a realistic budget for capital repairs.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

Yes but with clear guidelines about any partnership.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

Negotiations are underway. We will negotiate at the bargaining table, not in public .

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

There’s always room for improvement.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

Don’t believe everything you read in the paper. And a simplistic approach like this questionnaire doesn’t advance the cause very far. As Progressive Conservatives, your views were made clear in the election and the answers to your questions are pretty much what voters have already told you – simplistic doesn’t cut it.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

The TDSB does not have a spending problem, it has an income problem. The capricious fluctuations of provincial funding does not allow for long term planning but rather causes hurried cuts to meet unexpected funding changes by the Ministry of Education.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

We have reached the limit of the sensible sale of schools. To continue down that road will cause serious problems as enrolment rises and demographics shift. Development in the “brown fields” is going to provide larger needs in areas that seem under populated now.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

If the Ministry of Education would find a funding formula that was functional and responsive to local needs, a dedicated educational tax should not be necessary. Furthermore, the TDSBis the only urban school board not allowed access to Section 23 funds from developers of
new construction, which could help with responses to our sudden space needs. It would cost the nothing for the taxpayer and would charge the developers for the creation of public school education in the TDSB, which at present they do not.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

I believe that we need to simplify our identification and delivery processes for children with special needs. It should not take so long for children to get the services that they need. Again, the provincial underfunding of special education creates huge problems in service delivery.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

I will continue to support the prudent use of financial resources and transparency in spending decisions at every level of the TDSB. This question suggests some confusion of  proposed and approved operating and capital budgets. The 2014-15 Budget included a projected deficit of $12.4 million, less than a quarter of of the 2013-2014 of $55 million deficit.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

I support the continued expansion of TDSB’s solar roof programme – that is working toward replacing those roofs that need attention. It should be pointed out that in addition to just replacing the roof itself, we are insulating them to R22. In this way, the roofing project is not
only reducing heat loss, it is also reducing fuel consumption. Those additional savings are then being applied to the roofing budget.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

I don’t know anything about this project in particular, aside from the participation of two Toronto schools. My experience has been that third party projects usually fail, becoming an unworkable mess – the costs of which get transferred to the taxpayer. I will continue to advocate for donations throughout the school board that will help us to provide quality experiences for students.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

I cannot comment on teacher negotiations as my daughter is a TDSB high school teacher.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

One always expects to see changes in contracts as a result of negotiations.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

It has been my observation that a great deal at the TDSB has changed in the last year but there is still much more to be done. As employers, Board Members need to nurture a sense of ownership on the part of employees and encourage them to assist us in finding savings and efficiencies.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

TDSB operates with an enormous $3-billion budget. This money is supposed to be devoted to educating  232,000 students across the city. Chris Bolton directed tens of thousands of dollars intended for Toronto elementary school to his own charity. Over spending has always been a problem with TDSB .

There were always whistle blower but they choose to ignore them. TDSB provides rent-free office space to the skilled trades union , accused of overbilling the board for maintenance and repairs. I believe, There should be transparency and openness in how funds and spent and the work is assigned to the external contractors . More people from the board should be made responsible for utilizing the budget funds to maximize the returns.
Spending expenditure, completion of work status should be available online so that tax payers can see how there tax money is being utilized. Internal work review of all the assigned work including expenses and quality must be performed at regular intervals. These reviews should be made available to public.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

I believe, there should be no further cuts in TDSB services than are already made. Instead of saving and cutting services TDSB should be more concerned about generating revenues.

TDSB has always been over spending .The board should prioritize where the funds are most needed. TDSB facilities be should available to community (for various events) without hassle and quickly.

Revenue can also be generated by enrolling foreign students. Ensuring that every decision we make and every dollar we spend is seen in the class room.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

I do not support a new education tax. Toronto tax payers are already burdened with hefty taxes. I would like to ask my fellow candidates who are in favor of supporting this new education tax : How is this new tax going to-be utilized? Who will provide accountability and transparency to the taxpayers?

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

Special education for students is one of the very important TDSB services. In 2014 – 2015 TDSB budget cuts of $7.3M were made from special education funding. TDSB spends $15.4M more on special education services than we are funded by the province. The number of special needs students are growing year by year and the funds are cut to balance the budget.

I strongly support, more investments for children with special needs. These students need more qualified teachers and other services.

Specialized qualified teachers should be hired as well as existing teaches should be trained for special education skills.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

Everyone talks about balancing the budget., but there’s less emphasis on how the budget is balanced. I see a constant reduction of budget since 2009. The deficit has always been there because of the unnecessary spending/waste by TDSB . In 2013-2014 the deficit was $108.8M and in 2014-2015 the deficit was $109M. At the same time number of students and special education students enrollment has increased . The much needed maintenance and repairs of TDSB facilities costs also keep on increasing.

Having a balanced budget is good but more emphasis should be put on generating more revenues . I believe, TDSB should find other venues to generate revenue.

I support enrolling more foreign students, after public consultation get support from the larger/private corporations, maximize the resource utilization.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

Repairs and maintenance of TDSB facilities is a major issue. In 2014-2015, repair and maintenance cost was $2.5M .

All schools are important but work order prioritization is needed for repair tasks. Proper allocation and  utilization of the repair crew will also get TDSB good savings. Example – Currently school ‘A” requires roof repair, and 4 windows repair. School ‘B’ requires only 6 windows repairs. The repair task for windows repair (school ‘A’ and school ‘B’) can be grouped together to maximize the resource allocation,
than handling each work task for each school (Finish school ‘A’ then work on school ‘B’ etc.).

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

Currently, TDSB has deficit of $109 M (2014-2015 budget), Special education cuts of $7.3 M , school roof and maintenance $2.5 M. The list keeps on going.

Yes, provided this is openly discussed with the community members first and have their approval. A careful decision must be made so the community and our kids get the best. If TDSB partners with the big corporate companies the students will be benefited , school maintenance and roof repairs which has a short fall of $2.5 M can be achieved .

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

I respect teachers, they are the building blocks of the society. The last negotiation gave public elementary teachers a 2 % raise to bring their pay in line with Catholic and French teachers . Why should Catholic teachers and French teachers be paid more than the public teachers ? The governmentsays it has saved $1.8 billion in total with the contracts it imposed on most Ontario teacher unions, mainly through eliminating their ability to bank unused sick days. Teachers always keep on upgrading themselves and reaching for new and better goals for the betterment of the school environment . Teachers potentials should be used to the fullest by utilizing their time and expertise in their field of their education.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

Yes. After all the fiasco that happened with TDSB and trades council I believe people want change. A cut of contractors wages has to be paid to TDSB trade council. Those contractors have paid a total of $2 million over the past 10 years to the Maintenance and Construction Skilled Trades Council . 5 % of every outside contractor fee — are deducted by the TDSB , money owing to the contractor and transferred directly to Maintenance and Construction Skilled Trades Council, even though the contractor did not perform the work.

Several contractors sometimes inflate their price for school board work to pay trade council group. In the most recent one-year period, the TDSB contracted out $42 million of work which under the contract provided about $210,000 in additional funds to trade council .

I believe, TDSB work assignments, contractor selections, contractor expenses should be transparent. Fraudulent contractors should be black listed and should not be able to work for any future TDSB contracts.

Names of these black listed contractors should be published on the TDSB web site. TDSB should have frequent checks and internal audit about the contracted work including quality of the work and expenses. These findings should be made available to the public.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

TDSB has always been spending tax payers money ridiculously and when the time come to balance the budget they start cutting the much needed services from the students and the community . This  ridiculous spending should stop.

I believe, There should be transparency in the expenses and the work assigned to outside contractors.

Contracts should also be given to contractors who are not the member of the maintenance council.

TDSB should disclose all their expenses online and more discussions with the community shouldbe done.

TDSB should have frequent checks and internal audit about the contracted work including quality of the work and expenses. These findings should be made available to the public.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

The Board of Trustees has a fiduciary duty to review and respond in a timely manner as it pertains to any reports regarding the financial performance of the TDSB. The Blackstone Report, which was presented in January 2007 was not dealt with in a timely and prudent manner, further exacerbating the problems that the TDSB is currently facing.

It is important that TDSB Trustees are immediately made aware of any reports regarding the financial performance of the TDSB. Unfortunately in the past, many Trustees were kept in the dark by the previous Chair of the Board about spending problems and  contracts with outside groups.

In order to address issues of over-spending it is important to be able to gather all of the facts and then work with the Board of Trustees, stakeholders, experts, consultants, parents, community members and TDSB staff in order to come to a reasonable solution to solve some of the spending issues the TDSB is facing.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

The TDSB should not be selling any school properties to private developers or  corporations. School properties are assets owned by the general public and should be passed down to future generations. Enrollment trends at the TDSB are moving upwards again and we will need those school properties in order to accommodate for the future needs of the TDSB. Purchasing new properties and building schools in the future will cost more than actually utilizing the current school and properties that the TDSB owns.

The only time I believe it is okay for the TDSB to sell a school property is that if it is sold to the City of Toronto, Toronto Catholic District School Board, Conseil scolaire Viamonde (French Public), or the Conseil scolaire de district catholique Centre-Sud (French Catholic) and only if the same amount of green space remains available for community use.

There have been issues with overspending at the TDSB. It is important to review and improve TDSB policies and procedures in order to set stronger controls on spending decisions. In areas of Trustee’s personal responsibility, Trustees should exercise restraint when deciding to spend their office budgets. Energy conservation and the EcoSchools program within TDSB properties can also help reduce energy and waste costs.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

In our current context, I believe it is necessary for the education funding formula to be updated to reflect the current needs of the TDSB. While there is an education tax that comes off the property tax bill, the funding does not go directly to the TDSB. Instead that money goes to the Province of Ontario and funding to the TDSB is allocated on a per pupil basis. This funding formula does not adequately take into account many issues facing the TDSB such as old/crumbling TDSB facilities and special education requirements.

Therefore, the education tax that comes off the property tax bill should either be removed from the property tax bill and the Province should be responsible for the collection of it or Trustees should be given back the power they had pre-1997 to levy education taxes to meet the needs of the kids, parents and community members.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

Special education is an important aspect of our public school system. Parents need to be able to know how to access special education services in an easy to navigate format. I have been hearing directly from parents that many have received the runaround when it comes to trying to access special education services for their children.

I support People for Education’s recommendation for a special education ombudsman office in Ontario in order to help parents get the resources they need for their children to achieve their full potential. Also outlined by People for Education, there should also be a full review to make sure that special education funding meets the needs of students in an accountable and responsive manner.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

The $109 million deficit was for the 2012/2013 year and it was eliminated during the budget process by cutting many items that our children rely upon. The deficit before cuts in 2013/2014 was $55 million. The budget for 2014/2015 finally did not have any program cuts. It remains to be seen if this will be the same case for the 2015/2016 TDSB budget.

After speaking with many parents and community members I can’t support any more cuts to our children’s education. The education funding formula devised by the Province needs to be reevaluated and updated in order to provide school boards with the resources they need in order to educate our children.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

One way to assist with necessary capital refurbishments would be the restoration of Educational Development Charges (EDCs) that are charged to new condo and home developers in order to help fund new schools and repair existing schools. The TDSB does not receive EDCs while the Toronto Catholic District School Board does receive EDCs to the tune of $841 per unit. The refurbishment needs of the TDSB are severe with a deferred maintenance backlog of over $3 billion.

With regards to the cost of roof repairs and the $2.5 million figure, it is important to let the energy and roof repair experts determine where the power lines should be located, not school Principals in order to provide the maximum cost savings so that the roof repair project is completed through the use of installing solar panels to help generate green energy.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

I think it is important for the TDSB to entertain different offers to partner with companies but the final decision must always put the needs and welfare of our children first.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

I think it is important for the TDSB to negotiate in good faith in the upcoming contract negotiations with teachers and staff.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

I believe that the agreement between the TDSB and the Maintenance and Construction Skilled Trades Council must be evaluated very carefully in order to ensure the Maintenance and Construction Skilled Trades Council is providing the best service possible to the TDSB. I think that it is worth exploring having worker shifts start and end at the same time as opposed to overlapping in order to provide cost savings to the TDSB in the areas of vehicle purchases and insurance costs.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

As the TDSB is funded through taxpayer dollars, it is very important to provide value for money and to eliminate the unnecessary and wasteful spending that has been going on at the TDSB. We need to work to improve TDSB policies and procedures in order to ensure accountability and transparency in policies and procedures that relate to the expenditure of money.

If elected, I will act with the highest level of integrity, honesty and professionalism. I will post my Trustee expenses online with receipts. I will support the creation of an Ombudsman for the TDSB to enhance accountability and transparency. I will work to open up more TDSB meetings to the public and the scrutiny that comes along with open meetings. I will build bridges with other Trustees and staff in order to foster a sense of collaboration. I will ensure that every dollar is spent wisely and responsibly.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

Overspending at the TDSB has been revealed through extensive investigative reporting by the Toronto Star. The maintenance costs paid to the Trades Union contained hundreds of examples of this. I believe the TDSB needs a new system to improve this, and needs experienced financial analysts to implement a new system. I have worked the past five years for the Government of Ontario, mainly in financial analysis roles where I reviewed and analyzed budgets, contracts, and quarterly reports on a daily basis. We need a similar system in place at the TDSB, with not only set rates for repairs, but also set labour times billable for each type of common repair. We should have a list of the labour hours billable for painting a room, based on the square footage. The costs to install a pencil sharpener, or hang a picture, or patch a wall should be standardized to avoid overbilling and overspending. My experience is a perfect fit to implement such a system.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

My five priorities to reduce spending are the repairs and maintenance costs, repairs and maintenance costs, repairs and maintenance costs, repairs and maintenance costs, and repairs and maintenance costs. With a good system in place, we can significantly reduce costs.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

I have doorknocked thousands of homes in my riding, and have not heard any support for a new tax. There are other ways to find funding without increasing taxes for families.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

We need to improve training for teachers on how to accomodate special needs, and have a few designated experts within the board who can help find resourses for teachers. As a former elementary school teacher, I understand the challenges involved for teachers to become experts on so many special needs in order to help their students who have such special needs. I also believe we should not lose focus of helping gifted students achieve their best.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

In order to prevent such huge deficits, the first step is to lobby and work with the province to change the funding formula for the Education Development Charge. Currently, the province has not been sharing this with the TDSB but it has shared it with other boards. The reason the province doesn’t share these funds from developers with the TDSB is because the flawed funding formula means that any board with existing space anywhere in the board is ineligible to receive funds to build new schools. So if your family lives in Don Valley East, and the school in your area is overflowing, the TDSB won’t receive funds to build a new school because there are some schools downtown with room for 50 or 100 more students. Therefore, when the TDSB does build a new school to accomodate population growth, it has to find the funds from elsewhere. The TDSB is missing out on tens of millions of dollars each year due to this flawed funding forumla. If elected Trustee, I will work with our MPPs to fix this formula.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

Again, with a new funding formula for the Education Development Charge, the TDSB will be able to complete these roofing repairs. If elected Trustee, I will work with our MPPs to fix this flawed formula.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

Private investment can have a role in some areas of the TDSB. I believe this partnership with Nissan will be beneficial to both the TDSB and Nissan. Private partnerships can be reviewed on a case by case basis.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

The TDSB needs to ensure students and their best interests are considered. It is up to the province to negotiate a deal with the teacher’s unions that will ensure Ontario students can succeed in an excellent learning environment.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

Yes, changes are needed when negotiating a new maintenance deal. The TDSB and Trustees always have a duty to find the best deal for taxpayers

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

Overspending at the TDSB has been revealed through extensive investigative reporting by the Toronto Star. The maintenance costs paid to the Trades Union contained hundreds of examples of this.

In my riding of Don Valley East, one of the worst examples of overspending occurred! At one school during a 3 month period, seven classroom walls were identified as needing ‘patching’. To patch the seven walls took an astonishing 624 hours of labour!!! About 89
hours per wall. Taxpayers were hosed and paid more than $22,000 in labour just to patch those walls at one school.

I believe the TDSB needs a new system to improve this, and needs experienced financial analysts to implement a new system. I have worked the past five years for the Government of Ontario, mainly in financial analysis roles where I reviewed and analyzed budgets, contracts, and quarterly reports on a daily basis. We need a similar system in place at the TDSB, with not only set rates for repairs, but also set labour times billable for each type of common repair. We should have a list of the labour hours billable for painting a room, based on the square footage. The costs to install a pencil sharpener, or hang a picture, or patch a wall should be standardized to avoid overbilling and overspending. My experience doing financial analysis is a perfect fit to implement such a system.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

Holding a committee accountable for reviewing expenses would address the issue of spending/ over spending. Unless someone is held accountable in the board, these issues will always arise. We need to be reviewing costs and expenses; and adjust our spending accordingly. Any business knows if your spending more than your making, you will be out of business fast.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

1. Review expenses
2. Renegotiate contracts
3. Tender new contracts when old ones are up
4. Reduce waste
5. Decrease spending where possible

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

This one is easy, no.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

Equality is fundamentally important in a public education system. Our main focus should be on students and always providing to them the highest quality education to meet their individual needs and goals, whatever they may be. The earlier in a student’s education that we can address these concerns, the better we can correct and support them. Early prevention would be my first plan. Technology has been proven to be beneficial in assisting students with learning disabilities. I would support investing in this.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

This question seems to be based on old information. I have included a Quick Fact statement taken from the TDSB website stating that the 2014 deficit is estimated at $12.4 million. Please see attachment and link.

Quick Facts
▪ The TDSB’s total budget is approximately $3 billion and staff salaries and benefits represent approximately 83% of total expenses.
▪ As a result of recent decisions and changes to address the Board’s structural deficit, this year’s deficit is$12.4 million, less than a quarter of last year’s $55 million deficit.
▪ Trustees approved the addition of 201 elementary teaching positions, 374 lunchroom supervisors and 348 Early Childhood Educators (ECE). Reductions of 165 secondary teaching positions due to declining enrolment and 36.5 Education Assistants (replaced by ECE positions) were also approved.

http://www.tdsb.on.ca/News/ArticleDetails/TabId/116/ArtMID/474/ArticleID/518/Early-Approval-of-Balanced-Budget.aspx

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

Having a safe environment for students to learn in is a necessity. Refurbishments, repairs and investing in the school are an important cost that we have to allow. Reviewing and negotiating contracts are a way to reduce costs but with a budget short fall and basic repairs needed, the provincial government would need to step up. I would love to advocate for increase funding.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

Private investment can definitely have a positive effect in the school system as it can alleviate costs to the taxpayers while supporting and enriching a student’s experience at school. It would be great with more support from a technology standpoint as to assist teachers and offer more opportunity to students. The only problem I could see would be having support from companies that do not have a reputation that we would want associated with the school.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

The best approach to any contract negotiation involves taking into account both sides and coming to an agreement that makes everyone happy, getting there is always the hard part. Teachers and staff of TDSB are an integral part to the system and should be supported as long as the students are getting the best education. This needs to be accomplished without having a negative effect on the basic needs or resources provided by the budget. Constant review of spending is important to keep costs down (overpaying maintenance issues for example), so we can put the dollars where they are best served in the interest of students.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

Yes, they should definitely have a review of costs, sourcing, proper procedures, and outside contractor responsibilities. It’s always easy to blame the little guy for overcharging, but it’s our responsibility to ensure that we are not overpaying.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

Let’s not forget the $2500 installation charge for a $125 whiteboard. Yes, this was definitely a waste of taxpayer’s money and really should have been questioned by the trustees. I’m sure when the budget was created, they must’ve have taken into account the cost of maintenance
and approved a certain dollar amount to cover those costs for the year. This would have easily been done by reviewing past year’s expenses and assuming a small increase to cover inflation. Either we, the taxpayers, have been paying those ridiculous costs for many, many years and somehow the approved budget was just passed on without much inspection or there was a jump one year in expenses, which should have signaled a problem. Either way, an internal audit would have addressed those issues; someone had to sign off on those invoices for them to be paid

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

Bolton who was a Trustee from January 2004 to June 2014 has resigned under controversy. I am a fiscally responsible candidate with a Bachelor’s Degree in Commerce and a Minor in Finance. 16 or possibly 17 incumbents are up for reelection! I would like to defeat Manougian in Ward 17; Don Valley East. As trustee, I would be 1 of 22 votes on the Board making decisions.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

1. As Baby Boomers retire replace them with NEW teachers at the entry level.
2. Stop the use of Consultants and perform a core service review to see what is duplicated given over 93% of the services we provide are necessary.
3. Reduce the number of Managers because there is bloat and waste at this level.
4. Give more hiring points to new Teachers who reside in Toronto and will teach in Toronto.
5. Replace current aging vehicles with energy efficient vehicles therefore saving on fuel costs which are variable

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

There is a fiscal imbalance: Ontario puts $11 billion more into CANADA than we get back in services from the federal government.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

I would encourage staff to identify students with special needs and push the Province for more funding or grants. There are higher incidences of autism and ADHD. The Class Size and Composition will matter for students with learning challenges.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

The TDSB by law has to deliver balanced budgets year over year!
The Federal Conservative majority ran a $16.5 Billion Deficit in 2013/14.
The Province Liberal minority ran a $11.3 Billion Deficit in 2013/14.
The City of Toronto ran a $168 Million Surplus because the Ford administration failed to eliminate the MLTT which brings in over $340 Million.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

I would like to replace incumbent Harout Manougian; who is Chair of the Operations and Facilities Management Committee.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

Yes, I would wait and see how these investments in Football(Sports) go at Birchmount Collegiate CI, Downsview Secondary School and Newtonbrook Secondary School; where Ford was asked to leave for some reason…

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

Now that the recent deal expired August 31, I would encourage the Province to negotiate a fair and balanced deal. In 11 years under the Liberals there were no strikes unlike the Harris years.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

YES!

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?

The STAR has investigative journalism that exposed the misspending by the Construction and Maintenance union that spent $147.88 to cut a key at the Board’s East Education office, $143 to replace a pencil sharpener or $190 to replace a broken toilet seat in a staff washroom. I would let their reporters know about wrongdoing by staff. The Toronto Tax Payers Coalition and Canadian Taxpayers Federation usually get their articles publish in the SUN; a newspaper with a grade three reading level.​

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

I know that this has been a problem since the amalgamation of the board. Over-spending can lead to the province wresting control from the elected board of trustees therefore it is of crucial importance to work within budget limitations. Based upon my past experience, I know that staff can assist in determining where cuts can be made without drastically affecting the quality of education and the safety of students. I would work to improve communication and trust between elected trustees and staff to enable this exchange. Further, I will work with my colleagues on the TDSB to gain consensus so that the board’s decisions are truly a reflection of all its representatives. Cuts at the school board should never be at the cost of the student.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

Lease rather than purchase any additional required capital assets
 Further reduce administrative Costs: for example – reduce photocopying/paper cost – investigate
outsourcing of reprographic services
 Reduce administrative costs associated with provincial compliance (paperwork)
 Increase revenue from rental of school properties during off-hours (permitting)
 Increase foreign-student program revenue

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

We need to look at where we can find the savings without putting the burden on the taxpayers.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

I think we need to reconsider what has been done in the past successfully to make special education work. For instance, the paperwork necessary to complete Individual Education Plans and Identification,Placement and Review Committee along with school placement committees needs to be reassessed by the government. In the past 15 years, an IEP has grown to become, in some cases, a ten page document. We need to work closer with the government so that the online process of reporting is used by all schools and the amount of time necessary for this process is reduced. This will allow teachers and administrators to work with the students rather than filling out paperwork. This is just one way I think we could improve Special Education.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

I would like to see the board do ‘bottom up’ budgeting: looking at what the needs are in each area and eliminate things that have become unnecessary. This should be done as part of the normal budget process so that money is directed towards students in the classroom rather than spending on programs and materials that happens year after year just because it’s always been done that way.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

Strict adherence to a legitimate tendering process so that the most cost effective solutions are identified is a way to keep costs under control. This should then be followed by the oversight of the contracts and work done. I think it is a dangerous thing to not repair the roofs in the system. When the roof leaks the loss of equipment and the possibility of mould growing within our schools is a danger to both students and staff. Unfortunately, some schools have been left too long and extensive repairs may be necessary. If they had been handled in a quick manner the costs might not have gotten out of control.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

I fortunately have witnessed the support of the CFL in Borden B.T.I. Exceptional young athletes were not only mentored but financially assisted to become an award winning football team. I am totally in favour of seeking private investment provided the quality of education offered to TDSB students is not jeopardized.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

The best approach for the TDSB during contract negotiations is to work with employees in a fair and  honest way. If teachers and staff are at odds with the board they can’t possibly do their jobs properly.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

I feel that when you employ a person you can ask them to assist you with what needs to be done. If a job is outsourced you will not be able to control the costs that may be incurred to complete required work. When you outsource, you have no ownership over what happens. That being said, it is critical that future contracts provide increased flexibility to the board to identify and exercise options to control maintenance costs.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

I think a review of the process for maintenance and facility work orders and associated costs is appropriate. Staff reporting back to the board about costs should be a frequent part of our monthly package.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

The issue is not overspending but underfunding. Yes there are lines in the budget that are over spent e.g. retreats for Trustees in luxury hotels; irrelvant professional development programmes for teachers; raises that for upper management in times when teachers and support staff have had to accept the austerity demands of the government.

This year, the Board was in debt by $50 million. Over the past three years, the Board has cut almost 1,500 staff positions. Less than one half of these cuts came from declining enrolment. The rest were due to additional funding cuts by the provincial government. The province recommended that, to balance the budget, trustees needed to cut music instructors, librarians and school budgets. On the capital side –
used for major repairs, additions and new schools – funding is now so tight that the board is considering selling off playgrounds where children play every day.

Why is it that our board is in a deficit, yet it never seems to get the grant money for the needy students that require it?

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

I’m against the idea of selling school buildings/properties that are vacant or underutilized. Shortfalls in operating expenses (the fault of the provincial government – see above) should not be met by selling off the Board’s fixed assets, even if there is a temporary under utilization of some of them.
Five areas of savings:
1. Cut back on Trustee retreats, junkets and individual expense accounts, e.g use of Board money to produce expensive brochures that get distributed to all voters in a ward and serve mainly as fluff pieces to promote the profile of the incumbent trustee.
2. Invest more in retrofitting properties to make them energy efficient (initial investment expense that will provide long term savings)
3. Expand the programme of installing solar panels on school roofs so that TDSB can get more revenue from feed-in tariffs (again, initial investment expense that will provide long term savings)
4. Cut back on the number of Superintendents and other senior staff.
5. The big one – get the whole Board of Trustees onside to press the province to move to one secular, publicly funded education system (i.e. ending the funding to the separate R.C. system) – savings of approx $1.5bn. a year

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

I am not in favour of general tax increases on ordinary working people. However, unless we are aiming for a selfish and unequal system where everyone pays for the education they can afford, taxation is necessary. In the TDSB it is common knowledge that schools in more affluent areas fundraise hundreds of thousands of dollars a year. This is money that should be going to the common good, not directly back into those already affluent families’ services. This is just one of the many issues which create great inequality in TDSB schools. It is only through appropriate taxation that inequalities such as this can be addressed. By approriate taxation, I mean increasing taxes on corporations and wealthy individuals. I am ashamed of politicians and business leaders who boast of Canada being one of the tax havens of the world. If Burger King can take over Tim Horton’s and relocate to Oakville, let’s welcome them with a hefty tax on their profits that will go directly to the funding of education – but not just in Oakville.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

We have a legal and moral responsibility to provide students identified as Special  Education with all that they require to succeed.

The Ministry of Education has mandated its plan for inclusion for special needs students but school boards are backtracking. For example, in the TDSB, by June 2017, the proportion of students placed in congregated Special Education classes will be reduced by 50%. Guaranteeing that there is sufficient staffing and resources to meet the needs of all special needs students and their families is essential. In general, I favour the integrated model over the congregated one for Special  Education.

The government’s Declining Enrolment Working Group in 2009, reported that special education grants should be revised to better reflect the needs of special education students. Teachers need additional professional support to successfully integrate students with identified special needs students into regular classrooms. Teachers are reporting an increase in incidents of violence on the part of students with psychological and behavioural issues. To address these issues, classrooms require more access to educational assistants, behavioural counsellors, child and youth workers, psychologists, and speech and language pathologists. I would argue for basing special education grants on the educational needs of students -increase the funding allocation for staff in the aforementioned areas.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

That was not the fault of the TDSB but of the government funding model and how it expects Boards to foot the bill for its own initiatives.

The provincial government today argues that, at the TDSB, funding is up by 33 per cent over the past eight years, and enrolment is down by 12.5 per cent. So how is it that funding is up and enrolment is down, but the board is facing shortfalls each year? The answer is in the difference between gross and net funding.

If the province gives a school board an additional $100, but tells it to spend $120 on full-day kindergarten, then gross funding may be up, but the net funding is down and the board is facing shortfalls.

The economist Hugh Mackenzie calculates that between 1998 and 2009, when you tally the additional costs to schools of inflation and provincial actions such as the class cap, provincially negotiated pay increases, and literacy and numeracy initiatives, net funding is down across the province by $450 per student per year.

The introduction of full-day kindergarten has added to the net funding shortfalls at the TDSB.

To address the deficit going forward? See my suggestions above.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

Deferred maintenance is a product of under funding and dubious maintenance contracts. If capital refurbishments are required, money has to be found for them but not through robbing the operating budget.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

Public education must be publicly funded through normal revenues. I am against private investment or corporate sponsorhips for any school based activity, curricular or extra-curricular.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

Fair and open negotiations should be the rule. Respect free collective bargaining and ensure the government doesn’t trample over the rights of teachers/education workers as they did before. If we are concerned about student success, the morale of front line workers is important. Employees who feel that they have been shafted or are generally unappreciated are less likely to perform well or be motivated to go the extra model. The Finnish model, where teachers are highly valued and well paid, is often touted as the education success story of the modern era

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

No doubt, there should be and there will be changes to the agreement but I prefer to leave contractual negotiations to the parties concerned rather than lay down strict paramters beforehand.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

See points above. I am not well disposed to a culture that “respects a budget” and “spends money wisely” when buildings are falling apart and students don’t get the resources they need.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

As the former Audit Chair I can assure you that there is still much work to be done. I was the only Audit Committee Trustee who was willing to go to the Minister of Education with my concerns with the external members (non-Trustees). The Ernst and Young Report that was issued in December 2013 noted every point we had raised. The Board has yet to deal with the E&Y report.

The Board currently has a balanced budget achieved through some significant spending reductions. Those were hard decisions that I supported. Fiscal responsibility is challenging when faced with student achievement and well-being. We need to continue to advocate for funding improvements to reflect the needs of a very diverse large urban school board. We need to ensure that we advocate for funding in categories that may be outside of the standard funding formula from the province.

There are still ways to achieve more savings by putting better controls in place, better management, stopping bad practice and assessing contributions to organizations that are outside the TDSB mandate.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

1. Using technology better – assess what can be done cheaper or more efficiently using the best resources e.g. our spending with IT providers should be more scrutinized to ensure we are getting the best for the best price. We now have lots of data on all sorts of things – we need to use this data.
2. Shared services – who could we be working with to save costs? E.g. sharing large enterprise software systems with other public sector entities such as school boards, the city, hospitals, universities, colleges, other municipalities?
3. Focusing on our mandate – educating our students. What are some of the things that we are doing as a Board that other levels of government or other organizations should be providing instead?
4. Having departments do ‘zero base budgeting’ rather than getting the budgets they’ve always had – make sure that every line item is necessary and has a mandate to our core mandate.
5. What are other Boards doing to reduce their costs that we can adopt? Many other boards have made changes that TDSB should be adopting as well.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

There is no appetite for new taxes from anyone – times are tough and we must learn to do things better. The property tax has the education component, the challenge is that monies raised in Toronto are going elsewhere in the province.

There are ways to leverage new funds by having the province change their stance on a few items
a. When TDSB properties are sold or redistributed, the TDSB would receive a value at a Fair Market Price
b. allowing the TDSB to receive the same funds as the Catholic board on new builds which is known as EDC – Educational Development Charges

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

Recently the TDSB did a Special Education Audit, although I can’t comment on it publically as it’s a private document it did highlight that there is a lot the board could be doing better. If re-elected I will be advocating to do things in the best interest of students.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

The deficit ballooned to $109 million because the last board did not address the issues and left it as a problem for this current board – that should not be allowed to happen again. It was a hard decision to finally make the necessary permanent reductions, but as a Board this term, we have voted to make those hard budget cuts to bring us closer to sustainability on the operating side. There are many changes that could still be made without severely impacting student achievement and well-being and I will be looking to make those changes in my next term. It is also important to continue to advocate for Toronto students’ fair share of provincial funding to support their needs and that any uniqueness of the TDSB is funded.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

We need to look at new sources of capital dollars, whether through solar panels, redevelopment projects or partnerships.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

Partnerships can be a good thing and the TDSB has demonstrated that they can benefit students; including partnerships or investments by our unions. Some examples that are currently in place are financial literacy, Argos support of local schools’ football teams (in this case it’s been more than financial – they have run workshops etc which have benefitted students) and student nutrition programs. However, private investments in our schools has to be evaluated responsibly and there needs to be some parameters and consultation with our stakeholders.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

Most of the bargaining will now take place at a provincial level. We need to stay within the framework the Ministry is prepared to fund.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

Every collective agreement and all contracts should be reviewed to ensure that it is fair to both our employees and the TDSB. We need to continue to assess how we do business with all our stakeholders. We need to work together on how to best proceed. As a Board, we also need the flexibility to use dollars in the most efficient way while providing a fair and equitable workplace and work environment for our employees.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

What the media has reported is an incomplete story. There are 2 issues with the above statements. First of all there is an issue that perhaps the wrong person was sent to do a job and so that is a management decision that needs to be fixed. Secondly, some of the information was charged/billed incorrectly and was later fixed. Both of these issues suggest that there are systemic issues that must be addressed and fixed.

Finally it should be noted that senior staff gave the media information that put our schools and students at risk and the costs to fix this error was hundreds of thousands of dollars which was higher than the original problems reported.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

Spending against budgets should always be tracked and explained, and variances need to be highlighted and investigated. Also, we cannot allow instances where budgets are passed, knowing that they can never be met.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

I cannot give an informed answer without reviewing and analysing the budgets.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

I don’t support a dedicated education tax. A dedicated tax makes it easier to increase spending with small marginal rate increases that may seem inconsequential, but that increase the over-all tax burden.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

I agree that special education is vital. I won’t offer a plan on such a complex issue without in depth research and interviews.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

The deficit can’t be addressed properly until it is analysed. For example, I would look into where the spending was higher than expected. Are these expenses new or recurring? Are the budgets unrealistic and unlikely to be met?

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

Expenses of this nature can usually be predicted and estimated. The buildings need to be maintained properly, not only for the safety and
comfort of the students and staff, but also to maintain values and avoid costlier repairs in the future.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

It’s wonderful to have businesses contribute funds or resources to the educational system, but only if offered as gifts and not as promotional tools.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

I’m not sure what is meant by “approach”. Ultimately everyone wants to reach a deal where all sides are satisfied.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

All agreements should be assessed and reviewed before renewing.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

Expenditures should always be reviewed to ensure the best value for each tax dollar.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

My entire campaign is focused on cost efficiency at the TDSB. As soon as elected I will insist upon all finances being made public for full accountability of spending.

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

My top priorities on saving put me in my business background experience in cutting in a way of not affecting the quality of education but in stopping the waste of spending for example luxury items, guest speakers, over seas conferences, expensive pencil sharpeners etc.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

I will advocate 1 percent of the HST be set aside specifically for school boards. Should be noted that the federal government has substantial surplus. Although education is a provincial responsibility the Ontario government it should lobby the federal government for the increased funds for education.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

We need to completely overhaul the special education programs with better training for all involved in the special education program.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

As I stated before the Provincial Government must lobby the Federal Government for a share of the surplus thus putting us on a clear path to a deficit reduction.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

I will overhaul the bidding process for all budgets to be met. Lowering costs will always be the main priority.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

Yes, I do support seeking further private investment at the TDSB. It will also help reduce costs as this is my objective.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

The best approach to negotiate with Staff and Teachers is to make sure that both sides are made aware of the current economic climate. Both sides should negotiate with reality in mind.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

Yes, I do feel that changes are needed as we must be cost effective and keep in mind the current fiscal imbalance.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

Budget friendly policies are what I am for. I will encourage and insist upon greater transparency. I will want a system of approval of expenses prior to spending. The past examples used in the question must never happen again

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

It is critical that the TDSB spend within its mean. Funding for education is a Provincial responsibility and if there are truly insufficient funds, the Ministry has to be held accountable to rectify this situation. Balancing the budget based upon the resources needs to be one the priorities of the new Board of Trustees. The budget needs to be developed with the knowledge that there is a set amount that cannot be exceeded!

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

Savings can be achieved through the rental of spaces instead of selling school properties with the understanding that when the demographics shift, the schools could be used as originally intended. Operational costs such as heating and electricity could be decreased through more stringent use of environmentally sound technology such as motion sensors for lights or shading systems for the windows.

Better planning is required to prevent the massive costs that occur when regular maintenance, or minor repairs does not occur. When general and specific housekeeping issues are not dealt with or are put off, the cost to finally deal with the situation, because of the increased number of issues that follow, become exorbitant.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

The people of Toronto are taxed enough! A review of the manner in which the money that is currently being allocated to the TDSB is being spent needs to happen. Increasing the allotment through a dedicated tax would not necessarily allow a better accountability for the actual spending of the monies.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

Special Education is an area in which technological support and integration needs to be the common standard.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

A deficit of $109 million cries out mismanagement! If the money from the Ministry is not provided for a specific program or there is not an external source of revenue to support an initiative, the Board needs to consider whether it is in their mandate to operate the program. Going forward the Ministry of Education needs to be more transparent with what they are providing to the Boards and what components the Boards have no control over. Staffing, which is the biggest major cost associated with running the Board, is totally in the hands of the Ministry.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

One of the reasons that the roof repairs were so costly is because the maintenance required over the last 15 years has not been happening in the way that it should. The previous Boards have been “stealing” the monies that should have gone to pay for maintenance and using it for other initiatives. Money needs to be set aside for and used to maintain the buildings.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

I would support and welcome any private investment that would meet the values of the TDSB.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

In the upcoming contract negotiations the financial (salary) component is controlled directly by the Ministry of Education. As such, there is very little room for negotiations at the local level. Local issues that can be addressed should be done in a much less confrontational manner. Given what the Ministry has allocated for staff the agreement needs to be worked out within that budget line.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

There are some significant changes that need to come into place for this particular group. While the members are very skilled and definitely valuable the charging back to schools for labour costs needs to evaluated. Some changes have occurred since the public shaming of the TDSB for the cost of a pencil sharpener being installed however more is needed.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

Financial accountability should be the number one priority of Trustees. Bringing about a new culture that does not just through money at a situation so that falls below the radar must be seen as one of the main concerns of all departments! Creating opportunities for staff members to come up with ways to safe money or reduce costs and publicly recognizing these savings and the originator of the savings would create a different culture. Holding all managers accountable for staying within budget, maintaining accurate financial records and by not rescuing managers who go over budget by giving them more money, would help change the culture.

1. Evidence suggests the TDSB was warned in 2006 about spending problems. Previous Chair Chris Bolton chose to ignore these warnings until his resignation. Going forward, how would you address the issue of over-spending at the school board?

We can start by pulling funding from “pet project” programs for which we do not receive any funding from the provincial government (courtesy of the taxpayers of Ontario).

2. The TDSB has been faced with a difficult decision about potentially selling school properties. To avoid this, where would you find savings in future budgets? List your top five specific priorities for savings.

Not in any specific order:
Competitive and transparent procurement practices for 1) supplies and 2) services.
3) Cease providing subsidies/monies to “partners” except where monies have been expressly earmarked for such purpose(s) by the provincial government.
4) Inactivating and consolidating inefficient sections.
5) Partnering with private sector agencies that will defray actual costs of school matériel.

3. There are candidates who have proposed advocating for a new tax dedicated specifically for education. Is this a proposal you support?

I do not support this proposal.

4. Failures in special education are considered by some to be the greatest failure in the public system. What is your plan for correcting this?

Expand upon inclusive practices where practicable and consolidate services where necessary.

5. The current board saw the TDSB deficit balloon to $109-million – it’s biggest ever. What is your plan to address this going forward?

As a member of the Budget Committee, I worked to reduce that $109M by 88% to balance the budget in the 2011-12 school year. I continue to serve on the Budget Committee and I will work to ensure that our finances are managed responsibly, until such time as we are in a surplus position and deliberating where to spend monies, as opposed to where we need to make cuts.

6. The TDSB recently estimated the cost of roof repairs to more than $2.5-million dollars. How would you ensure that necessary capital refurbishments are met within budget?

Your figure is inaccurate. In any case, I am open to exploring everything from property severances to public-private partnerships which could help mitigate costs for much-needed capital refurbishments.

7. Recently the Canadian Football League and Nissan stepped in to help school boards with the costs of organized sports. Do you support seeking more private investment at the TDSB?

Yes.

8. What do you think is the best approach for the TDSB to take in upcoming contract negotiations with teachers and staff?

One that puts the interests of our students before all other considerations.

9. In short time, the agreement between the TDSB and Maintenance and Construction Skilled Trades Council is up for re-negotiation. Do you feel there are changes needed in the current agreement?

Truthfully, I have only a passing familiarity with the terms of said agreement and would need time to study it in order to offer an informed opinion on the matter. However, like many things at the TDSB, there is likely room for improvement when it comes to ensuring that the interests of our students are our first consideration, while maintaining fiscal responsibility.

10. TDSB has come under fire for ridiculous expenses – $150 to cut a key, $140 for a pencil sharpener, and a $200 toilet seat are just scratching the surface. How will you bring about a new culture that respects the budget and sees money spent wisely?​

This change has already started, especially when it comes to facilities repairs. From GPS tracked vehicles to bundled jobs on single school sites, we have already made significant changes to how the TDSB deals with such expenses. One additional proposal I would like to make is an earlier start time (6:00am) for repair crews which would allow for them to avoid the traffic prevalent during the current start time (7:00am), thereby increasing actual “wrench time” onsite and overall productivity during the course of a repair shift.