Nicole 'Nikki' Slowinski, Elmhurst D205 Candidate

ELMHURST, IL – Nicole "Nikki" Slowinski is one of five candidates for three seats on the Elmhurst School District 205 board.

Here are her responses to the Patch questionnaire:

Editor's note: The views expressed in the responses are the candidate's and are unedited by Patch.

Name:

Nicole “Nikki” Slowinski

Town of residence:

Elmhurst

Age:

46

Campaign contact email:

nikkifor205@gmail.com

Family:

Husband- Art Slowinski and four children (two stepchildren who are York graduates, son who attends Churchville Middle School, and daughter who attends Emerson Elementary School)

Does anyone in your family work in politics or government?

No

Education:

Bachelors of Science in Education from McPherson College and Master of Science in Health Promotion from the University of Northern Iowa

Occupation:

Human Resources, Executive Vice President of Talent Experience and Development

Previous or current elected or appointed office:

N/A

The single most pressing issue facing the school board is _______, and this is what I intend to do about it.

• I think right now the single most pressing issue facing the school board is continuing to improve outcomes for all students. My family (like so many community members) moved to Elmhurst because of the schools and while I believe we have many areas of excellence already, I do think we can continue to improve. As a school board candidate, two of my priorities are access and excellence. If elected, I will help ensure that every student has access to educational resources to become college, career, and life ready. In order to do that, I believe it is important that students, parents, caretakers, and staff are informed about the available resources, understand their purpose, and know how to access and effectively use them. Additionally, I will see to it that our district identifies resource gaps and helps to create solutions to support student readiness. I will also support our educators and administrators to maintain continuous improvement to advance academic excellence. I plan to do this by promoting continuous improvement within our schools through the use of proven methods and innovative strategies; working to ensure that the pursuit of excellence is sustainable and not person dependent; and supporting educators and administrators so they have the necessary resources to support and drive ongoing excellence in our district.

What are the critical differences between you and the other candidates seeking this post?

• Like many of the other candidates, I have been deeply involved in our community and volunteer within our school district. What I believe sets me apart is my professional experiences. While I have had involvement in many facets of education including an undergraduate degree in education, roles as an adjunct professor, as well as leading internships and early careers programs, the vast majority of my career has been within Human Resources, specifically in the areas of Talent Management, Learning & Development, Strategic HR Business Partner, Leadership Development, Engagement, and Organizational Development. These roles have given me years of experience in creating and executing people strategies, effectively listening to the needs of large populations of people, negotiating, respectfully challenging others and developing teams in service of achieving shared goals, dealing with personnel issues, as well as assessing, improving, supporting, and holding others accountable for high performance. I believe these are all unique skill sets that I can bring to the board to help us carry out our district’s strategic plan in a way that is collaborative, solution-focused, and effective.

What accomplishments in your past would you cite as evidence you can handle this job?

• My track record of success in every professional role I have held demonstrates my ability to handle the responsibilities of a position on the District 205 Board of Education. I have consistently demonstrated success through strong job performance, which has led to recognition in the form of promotions and increased responsibility throughout my career. This speaks to my ability to navigate complex challenges and drive meaningful change. My skills in being able to identify areas of greatest need and implementing effective solutions in a collaborative way aligns with the Board’s responsibility to address educational priorities and improve student outcomes in partnership with the Superintendent. Some examples of key accomplishments in the past that are evidence of this include: 1) My selection as an examiner for the Illinois Performance Excellence Award (state level of the Baldrige Performance Excellence) which reflects my expertise in being able to assess and drive organizational excellence and 2) My leadership in guiding a learning team that resulted in the national recognition from the Chief Learning Officer organization for excellence in areas of strategy, leadership commitment, learning execution, impact, and business performance. These accomplishments are just a few examples that show my ability to make data-driven decisions, advocate for high-quality education, and work collaboratively with stakeholders to ensure the best outcomes for students, educators and our community.

The state has given its worst financial rating to the district; that rating remains in effect. Is this fair? What can be done about it?

• It is my understanding that prior to the 2020 audit, property taxes were recognized as revenues in the year that the taxes were collected. Therefore, the district changed to a conservative method of deferring the property taxes collected in May and June to the following fiscal year. Unfortunately, this process had unintended consequences on our financial rating as it looked as though we had less money on hand than we did. I have reviewed our current budget and it seems that we are in good standing and have been told that the accounting approach has been updated. Based on this, the district anticipates our financial rating will improve and reflect the true financial health of our district.

Are the district's property taxes too high, too low or just about right? Explain.

• Illinois has some of the highest property taxes in the country and the vast majority of the district’s operating revenue comes from those taxes. The Evidence Based Funding Model is used to determine how state funding is distributed; Because we are a well funded district, we receive limited funding from the state and are primarily funded by our taxpayer dollars. Staff salaries and benefits account for 70% of the district's expenditures, so it is important to make staffing decisions wisely and ensure that all financial decisions are grounded in our strategic plan, mission, and data so we can be sure to maximize the value of every dollar spent. I am cognizant of the fact that most residents in Elmhurst don’t have children in D205 schools so it is important for the Board to balance responsible spending with providing the best possible return on investment for students, schools, and our community at large.

Do you support the district's increase in the number of employees even while enrollment is flat? Why or why not?

• One of my priorities as a candidate is to ensure we are being good stewards of our community resources by maximizing our investments to get the greatest Return On Investment. To do this, I think the board must make thoughtful decisions and measure the impact of those decisions. Although enrollment is flat, the diverse needs of our students are growing, particularly in English Learners and Special Education. As a result, there may be situations where there is a need that warrants a greater investment in more teachers. In those cases, it is important to be clear on what we are trying to achieve and measure if that solution is successful. I do believe that it is the responsibility of the board to keep an eye on spending in all areas to avoid future budget deficits.

What is your view of students' performance on standardized tests? What can be done to improve scores?

• First, I would like to acknowledge both the achievements and opportunities with our test results in Elmhurst. We’ve seen positive improvements in K-8 and some continued concerns/opportunities at the high school level. It’s my understanding that the work that has started, has begun at the elementary school so that can be built upon for high school, which I know is a focus now. The role of the board is to hire the right people (who are experts in this space i.e., administrators) and hold administrators accountable for student success, monitor progress by requesting frequent updates, explore root causes for success and opportunities, analyze data, and ultimately ensure administrators are making decisions and adopting initiatives that move students and the district towards positive results.

How can the district narrow the gap in performance between low- and high-income students?

• In District 205, we are fortunate to have wonderful teachers who are able to adjust their teaching and curriculum to meet the needs of all students with differentiated instruction and individualized support. Last year, the district hired more teachers to help meet the diverse needs of our students and the board should continue to monitor that investment to make sure it results in narrowing of achievement gaps. Additionally, it is important that we understand where performance gaps exist (e.g., between high and low income students) and make sure all students know how to access and best utilize available resources to support achievement.

How is the district doing in getting good and bad news to the community?

• The district has made tremendous improvements in their communication efforts to our community over the past few years. They have a comprehensive approach which includes access to board meetings via in person attendance and youtube recordings, State of the District meetings, Community Connections, highlight videos, PTA Council updates, and increased visibility. Every public body must strike a balance in sharing both positive news and acknowledging opportunities that exist. The district has a responsibility, where appropriate, to be transparent about concerns and things they are continuing to work on.

How do you view the district's handling of the situation around its former facilities director, Todd Schmidt?

• Being in HR, I realize that most personnel issues are often complex and I am sure this was no different. I agree with the district's approach of leveraging a 3rd party to look into the situation.

The district has declined to say who authorized Mr. Schmidt's personal spending on the district's credit card. Should the district reveal this information? Why or why not?

• I think the district should handle this in the same way they would handle all personnel investigations. Many times, particularly during an investigation, organizations are not able to share information and doing so can create undue risks.

Is there any reason you would not serve your full term of office, other than those of health or family?

No, I am committed to serving our students, schools and community in this capacity and giving my full effort to help achieve our strategic plan.

What else would you like voters to know about yourself and your positions?

My family has had an overwhelmingly positive experience in our schools and this community, having attended all levels of education within our district (and will continue through 2032). I wholeheartedly believe in our mission and strategic plan - to ensure we are preparing students for college, career, and life. In addition to my long standing involvement supporting our students, schools, and community - my career has given me years of experience that would make me a valuable asset to D205’s Board of Education. Lastly, I am committed to helping ensure all students have access to resources they need, we are good stewards of the community resources invested within our schools - maximizing value for students/schools/elmhurst, and we continue to advance excellence in our academics.