Bobby Fischer, Hinsdale D86 Candidate

HINSDALE, IL –Bobby Fischer is one of six candidates for four seats on the Hinsdale High School District 86 board.

Here are his responses to the Patch questionnaire:

Name:

Bobby Fischer

Town of residence:

Hinsdale

Age:

50

Campaign contact email:

bobbyfischer4d86@gmail.com

Family:
My wife Michelle and I have three children who graduated from D86 in 2019, 2020, and 2023. • Denise is a University of Chicago graduate who works for Washington University in St. Louis. • Lucy is in the VetMed program at the University of Illinois. She’ll be a practicing veterinarian in 2027. • Sarah is a sophomore at the University of Pennsylvania, majoring in Mechanical Engineering.

Does anyone in your family work in politics or government?
• My eldest brother Brian works as an English teacher in the Proviso School System.

Education:

- BA in Chemistry & Philosophy, University of Chicago
- MBA in Analytical Finance, Accounting, and Marketing, Northwestern University

Occupation:

Director of Technology Operations at McMaster-Carr Supply Company. Experience leading technology, logistics, and finance initiatives for 29 years. My career has been built on developing creative solutions through collaborative teamwork, conducting purposeful experiments, maintaining fiscal discipline, and making data driven decisions.

Previous or current elected or appointed office:

No answer.

What is the single most pressing issue facing the school board?

Our most pressing challenge is ensuring that every D86 student receives a rigorous, high-quality education that prepares them for future success. While our district maintains strong overall performance, recent data shows areas where we can improve. My focus would be on using data-driven analysis to identify specific areas where we've lost ground and implementing targeted solutions to restore and enhance academic excellence.

This isn't about pointing fingers at past administrations - it's about looking forward and working collaboratively with Dr. Lach and our educators to build on our strengths while addressing areas that need attention. We need to ensure our courses maintain high standards while providing appropriate support for students who need additional help.

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

My approach focuses on practical solutions based on data and experience rather than ideology. This is how we put students first. With 29 years of executive experience in technology and operations, I understand how to analyze complex problems and build consensus around solutions. As a parent whose three children completed their entire K-12 education in this district and its feeder schools, I've seen firsthand what works and what needs improvement.

I believe effective governance comes through teamwork and collaboration, not division. While I respect all candidates running for this position, I think voters should focus on who best combines relevant experience with a commitment to putting students first.

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

In my professional role, I own the work to drive value out of our annual technology budget and lead a team of over 50 skilled professionals, helping that team to consistently deliver results through hard work, evidence based decision making, and collaborative processes. As Treasurer of the Hinsdale Swim Club, I helped design and start implementing a strategic plan that tripled membership and delivered exceptional results while maintaining financial stability.

My 20+ years of community service - from coaching youth sports to teaching religious education - has given me deep insights into our community's needs and values. These experiences have taught me how to build consensus, manage resources effectively, and keep focus on long-term goals while addressing immediate challenges.

How would you rate the performance of the current school board majority?

The current board has shown that collaborative governance can work, even when members disagree on specific issues. They've made progress on several fronts, including restoring traditional science sequence options, funding the Haven program, and supporting new athletic opportunities at both schools. I reject the idea of a board majority because a well-functioning board has shifting majorities depending on how board members vote on specific issues. A consistent majority voting block would be bad for students, and I’m glad this board has avoided that pitfall.

However, there's room for improvement in community engagement. The promised community roundtables haven't materialized, and communication about curriculum changes could be more transparent. I'd work to strengthen these areas while building on the board's successful initiatives; it may be a good idea for the Board to bring in the Illinois Association of School Boards (IASB) to run an in-district Board workshop on community engagement.

Do you support keeping Catherine Greenspon as the school board president?

Board leadership should be determined by the full board based on careful consideration of what will best serve our students and community. Ms. Greenspon has twice earned the support of her fellow board members, and I appreciate her commitment to ensuring all board members' voices are heard. If elected, I look forward to working constructively with whoever serves as board president to advance our district's goals.

Why do you think the district experienced a surge in administrative turnover last year?

As someone who manages a large team in the private sector, I understand that staff turnover can have many causes - some concerning, others simply reflecting natural career progression. While personnel matters are protected by privacy laws, which make it difficult to comment on specific cases, my focus would be on ensuring stability moving forward.

Under Dr. Lach's leadership, we have an opportunity to build a strong, stable administrative team focused on student success. Rather than speculating about past departures, I believe we should focus on supporting our current leadership team while maintaining appropriate oversight and accountability.

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

Our community demonstrated its commitment to educational excellence by passing the 2019 referendum. The key now is to ensure we maximize the return on that investment and the annual tax levy. When compared to similar high-performing districts, particularly those in surrounding suburbs and the North Shore, our tax rates provide good value. However, we must continue to scrutinize every expenditure and ensure resources are directed toward programs that demonstrably improve student outcomes.

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

Recent data from the Illinois Report Card shows mixed results: while science proficiency improved significantly (from 70% to 82% over three years), math and ELA scores have fluctuated. While maintaining above-average performance is important, we can do better - particularly for the roughly 35% of students not meeting proficiency standards.
The solution isn't just teaching to tests, but rather:
1. Using detailed data analysis to identify specific skill gaps
2. Implementing targeted interventions based on this analysis
3. Empowering teachers to provide differentiated instruction
4. Regular monitoring of progress and adjustment of strategies as needed

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

We need a comprehensive, data-driven approach that:

1. Identifies specific barriers to student success

2. Implements targeted academic and social interventions based on individual student needs

3. Actively monitor student progress and modify supports when student doesn’t show growth

4. Leverages successful programs like peer tutoring through National Honor Society

5. Partners with feeder schools to address challenges early

The key is meeting students where they are while maintaining high expectations for all. This means providing appropriate support without lowering standards.

What should the district do to close the disparity between Central and South, in which South has a smaller selection of courses?

Our goal should be ensuring excellent educational opportunities at both schools while recognizing each school's unique characteristics. This means:

1. Offering equivalent advanced courses at both campuses
2. Strengthening partnerships with feeder schools
3. Leveraging technology to share specialized courses between campuses
4. Building on each school's unique strengths while maintaining equal opportunities

The focus should be on educational quality and student outcomes rather than simple numerical equality in course offerings.

Would you adjust the attendance boundary between Central and South? Why or why not?

No. Our focus should be on making both schools excellent rather than redistributing students. Neighborhood schools are a cornerstone of our community, offering benefits like walkability and strong local connections.

Moving boundaries could risk district unity and distract from our real goal: ensuring both schools offer world class education.

Implicit in the changing of boundaries is that the two schools should be carbon copies of each other, that they have the same identities. I think it’s a mistake to assume that what works best at one school must be perfectly mirrored at another school. No two students are alike and no two schools are alike. Let’s maximize each school’s unique features. For example, South’s smaller size offers more personalization and opportunity to stand out, while Central’s larger population supports a broad array of programs. By empowering each principal to gently modify within our aligned district curriculum and equity goals, we are Putting Students First by addressing each student as an individual within their distinct school community. My goal is to pay full attention to both campuses and make sure each maximizes opportunities for every student.

Should the board consider the possibility of dropping property values when changing the boundary between Central and South?

This question frames the issue too narrowly. Our focus should be on making both schools excellent, which will maintain and enhance property values throughout the district. The real question is how we ensure both schools provide outstanding education that attracts families to all our neighborhoods.

Rather than debating boundaries, we should focus on implementing our strategic plan to enhance educational quality at both schools. Strong schools create strong communities, which naturally support property values.

What is your view of the skyrocketing legal bills over much of the last year?

As someone who regularly works with legal counsel in my professional role, I understand both the importance and the cost of legal expertise. However, every dollar spent on legal fees is a dollar not spent on students. Moving forward, we should take four steps:
1. Improve communication to prevent conflicts that lead to litigation
2. Establish clear processes for managing legal expenses
3. Ensure transparency while protecting confidential information
4. Focus on prevention through better policies and procedures

When I get on the board, I will work Dr. Lach and the Board to understand what caused the unusually high legal bills over the last year so that we can efficiently implement my four-step plan.

Should the district have removed nine years' worth of public records requests from its website?

While archiving old records is standard practice, we should prioritize transparency and accessibility. A better approach would be creating a searchable database of frequently requested information, reducing the need for formal FOIA requests. Many districts now provide data portals giving parents direct access to important information - we should explore similar solutions.

Is the district teaching critical race theory, Marxism or any other ideologies?

Our district's role is to prepare students for success in higher education and life by teaching them how to think critically, not what to think. This means students should understand various historical and contemporary perspectives while developing their own informed views.

Our focus should be on maintaining academic rigor and teaching critical thinking skills that will serve students well regardless of what ideologies they encounter in college and beyond.

Do you support the school board majority or the teachers union in the battle over the social studies curriculum?

This isn't about taking sides - it's about ensuring our curriculum serves students' needs while maintaining academic excellence. I support a collaborative process where:
1. The board sets clear outcome expectations
2. Professional educators develop curriculum details
3. The board ensures alignment with community values
4. All stakeholders focus on student success

For example, World History Honors has been an excellent foundation course that teaches critical writing and analytical skills while allowing freshmen to sit for their first AP test. We should preserve such successful programs while remaining open to evidence-based improvements.

Was the attorney general right to find the school board in violation of the Open Meetings Act?

The Attorney General's office makes these determinations based on legal expertise. While the board was following its own legal counsel's advice, this situation highlights the importance of ensuring all board actions strictly comply with open meetings requirements. Moving forward, we should focus on maximum transparency while properly protecting confidential information.

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

We can improve district communications by:
1. Providing regular, data-driven updates on student achievement
2. Creating more opportunities for community input
3. Ensuring transparency in decision-making processes
4. Using multiple channels to reach all stakeholders
5. Being proactive rather than reactive in sharing information

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

No. I believe in following through on commitments. My track record in business and community service demonstrates this dedication. I’ve experienced the disruption that is caused by board members not filling their terms on other boards and I will not cause that disruption.

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

As a former college athlete, college team captain, and current IHSA referee, I understand the importance of teamwork and fair play. More importantly, my 29-year career in technology operations has taught me how to analyze complex problems, build consensus, and implement practical solutions.
I believe in:
- Data-driven decision making
- Fiscal responsibility
- Educational excellence for all students
- Transparent governance
- Collaborative leadership

My commitment is to work tirelessly to ensure D86 provides every student the opportunity to reach their full potential.