Meet Francis Lattyak: Orland School District 135 Candidate

ORLAND PARK, IL — Meet Francis Lattyak, School Board candidate for Orland School District 135. The Consolidated Elections are April 6.

Lattyak recently filled out the Patch candidate survey, and his answers can be seen below.

If you are a candidate for the April election, and would like to answer our Patch candidate questionnaire, please email yasmeen.sheikah@patch.com.

Francis Lattyak

Age (as of election day)

36

Town/city of residence

Orland Park

School District

Orland School District 135

Family

Wife - Kelli (34), Daughter - Aria (6), Son - Cameron (3)

Does anyone in your family work in politics or government?

No

Education

B.S. Biology - Loyola University Chicago, Secondary Education Teaching Certificate (6-12) - Chicago State University, M.S. Mathematics - Actuarial Science - Governors State University

Occupation

Financial/Enterprise Risk Management – 4.5 (career change from education)

Campaign Website

www.lattyakfor135.com

Previous or current elected or appointed office

None

The single most pressing issue facing our (board, district, etc.) is _______, and this is what I intend to do about it.

The single most pressing issue facing our school district is the stagnant academic performance in English-Language Arts (ELA) and Math since 2015 as reported on the District School Report Card. Despite a large number of initiatives to address performance, the results have not materialized. Further, based on responses to the 5Essentials Survey, teachers consistently indicate a lack of ownership and collaboration in these efforts, as well as change fatigue from shifting priorities. As a Board member, I will ensure engagement from all of our stakeholders in designing and implementing research-based programs to ensure the improvement of academic performance in a sustainable fashion.

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

My former roles as an educator, teachers’ union board member and negotiator, coupled with my current role in corporate finance and risk management provide me with a very unique set of experiences to draw upon when weighing in on decisions. My experiences and assets working both in the classroom and alongside school and corporate administrators provides multiple lenses to critically examine the efficacy and practicality of any policy directives the Board may consider, advocating on behalf of our stakeholders.

If you are a challenger, in what way has the current board or officeholder failed the community or district?

This past year challenged us in unanticipated ways. Where understandable chaos erupted in the spring of 2020, the inaction that followed paralyzed the efforts of teachers and parents to prepare for the 2020-2021 school year. The disjointed and hazy details of haphazard proposals were based on conveniences rather than a vision for what a successful school year could achieve in the midst of a pandemic. The main role of a school board is to hire, empower, and hold accountable our superintendent and supporting administration. Compared to other local districts, OSD 135 presented return to school plans that lacked data, cohesion, or forward planning. Our school board failed to hold the administration accountable on this disparity. While the year has been a challenge for everyone, the lack of decision-making and planning added significant, self-induced obstacles to the educative process.

Describe the other issues that define your campaign platform

Communication, equity, and financial responsibility must strategically be addressed. Through my contributions and leadership, I look forward to fueling discussions and actions to address these concerns by partnering with the established leadership, and further through the voice of the students, staff, parents, and community members. In the last Board election, candidates vowed for effective communication with the community. While some changes were made, many opportunities were lost or muddled due to a lack of comprehensive planning. In my roles as an educator and analyst, my strengths lie in communicating material that can be difficult to digest. In many cases, the Board has left out opportunities to provide and utilize data in their two-way communication process with the community. Opening the channels for informed two-way communication must be strategic, concise, and comprehensive. Equity is also top consideration. Whether it be in the form of students requiring special education or support services, enrichment programs, or closing performance gaps across low-income and racial/ethnic groups, all students deserve an equitable opportunity to thrive within OSD 135. Last, but not least, it is necessary that we are not only cognizant of our budgetary requirements, but that we strategically invest in our buildings, staff, and students to provide the greatest return on investment both academically and in terms of increased property values for Orland stakeholders.

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

As an educator, I facilitated a classroom based on proven educational philosophy, while also innovating through technology and interdisciplinary collaboration to improve student performance. I received multiple recognitions from my prior school board for my practices, and presented these techniques at local and state conferences.

As a union representative and negotiator, I successfully led a major restructuring of our contract to benefit the teaching and learning environment, while responsibly ensuring the long-term financial health of the district.

In my enterprise risk management role, I am tasked with obtaining and analyzing both quantitative and qualitative feedback to ensure the voices of all stakeholders are incorporated into our strategic decision-making. My ability to form meaningful, trusting relationships that foster communication between individual contributors, management, and executives alike speaks to my ability to ensure the voice I bring to the OSD 135 School Board accurately reflects those of our community.

Why should voters trust you?

I am a lifelong resident of Orland Park and am deeply committed to improving our community. As a former educator, I am attuned to the requirements and challenges of educating our students and will put student achievement at the forefront of my decision making. Additionally, I embody the principles I speak to and have taken leadership roles through Parents for Education (PFE), the Finance and Operations Board Advisory Committee, coaching, Boy Scouts, and leading an enrichment STEM club.

If you win this position, what accomplishment would make your term in office a success?

Currently, three of the ten schools in OSD 135 are classified by the Illinois State Board of Education as Exemplary, signifying the top 10% in the state based on eight indicators of academic success and school quality. Increasing the number of our schools identified as Exemplary while continuing to build on the successes throughout the district would define a successful tenure on the board. These eight indicators speak not only to the academic success of our students, but also represent the sense of community developed within the district and community.

What are your views on fiscal policy, government spending and the handling of taxpayer dollars in the office you are seeking?

Fiscal responsibility is a duty and expectation that every board member and administrator should feel beholden to. Programs, initiatives, and capital projects should all be weighed on for their long- and short-term impacts, as well as the academic impact. Tax dollars should focus on funding evidence-based measures to increase school performance as these gains provide the most tangible value to all Orland residents in the form of increasing property values. We should also seek opportunities to increase our access to grant money as well as participating in lobbying efforts to ensure we receive appropriate funding from the state. Lastly, educational finance rules are marred by dense language, and the role of financial planning is left in the hands of a few individuals. Increasing the training and exposure for members of our Finance and Operations Board Advisory Committee could expand our conversations to more actionable items to improve the long-term financial health of the district.

Do you support Black Lives Matter and what are your thoughts on the demonstrations held since the death of George Floyd and the shooting of Jacob Blake?

Our Board and district employees need to be committed to equity for our students and to provide a safe and supportive educational environment. It is important to recognize that every person has a unique experience, and they should be heard, welcomed, and accepted.

Do you think the current board has done enough to support racial equality, and if not, what specifically should be done to do so?

Although not a problem unique to OSD 135, there is a significant achievement gap of around 25%, not only between racial/ethnic groups, but among students from low-income households as well. This divide is especially troublesome as many families are under duress due to the coronavirus pandemic. We are likely to see the impacts of these economic hardships with an expanding low-income population. As a Board, we need to leverage our resources during and outside of the traditional classroom environment to bridge the achievement gap for our most vulnerable students. It is imperative that we foster an inclusive environment, while providing the opportunity to recognize and celebrate the differences within our student population. When students feel part of the school community, they perform at a higher level.

What are your thoughts on the district’s handling of the coronavirus pandemic? Are you in favor of remote learning, in-person learning or a hybrid of the two? Do you support a mask mandate for students and school staff, or mandatory coronavirus testing for both students and staff?

As stated in an earlier answer, the district’s decision paralysis prevented the district from returning in an appropriate, and well-designed manner. There is no question that in-person instruction is the most effective for overall student achievement, but should be implemented safely both for students as well as staff. One of the biggest mistakes our Board made was the failure to distinguish between in-person attendance and in-person learning. The initial plan to return to in-person instruction included a “re-sectioning” process that would reassign student schedules, with no guarantee of remaining with the same teacher they developed bonds with during the first two months of school. Additionally, the first plans included synchronous and asynchronous days, which would have resulted in only about half of the usual curriculum instructed. Once a plan to return was decided, most students were only allotted half-day schedules that did not include any live interaction with specials teachers (art, music, P.E.) and saw a reduction in Social Studies and Science curriculum, if they were included at all. Finally, the plan to return burdened a short-staffed teacher population, limiting the opportunities for intervention and enrichment at their previous operating levels. The first consideration in determining a school schedule should have focused on how to deliver the most viable academic experience, followed by finding the most lasting way to transition students back in the classroom. I think it is important that our schools follow all CDC and IPDH guidelines, including mask mandates. With buildings across the district unable to accommodate the recommended 6-foot separation in all classrooms, we need to follow the CDC and IPDH guidelines of masking. Finally, the system of self-reporting along with the in-school screening by personnel and our nursing staff has been effective in limiting the transmission numbers across our district and does not appear to warrant any changes.

When the vaccine is available to them, do you support mandatory COVID-19 vaccinations for students and staff?

While I would encourage staff and families who feel comfortable to obtain the COVID-19 vaccination and would provide resources for education and support, I do not believe a vaccine mandate is appropriate at this time.

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

No

The best advice ever shared with me was ____________

When I began my career transition out of education and into risk management, I was understandably anxious. Early on, I owned a particular project that required me to work directly with our CFO. While I had worked with her as a member of my larger team, this opportunity allowed me to collaborate with her directly. About ten minutes into our first meeting, she could sense my nerves and stopped me mid-sentence to say something to the effect of, “When you have something to say and you know what you’re talking about, own it. Forget about my title. If you have something to add or see things a different way and can back it up, say it. You’re in the room for a reason”. This was an incredibly powerful moment, not only in terms of finding my voice in a new setting, but also in witnessing her ability to empower those around her to make meaningful contributions and strengthen the overall team. Since that moment, I have seized each opportunity to contribute to conversations or voice challenge when I have something to contribute. Additionally, I emulate her approach and empower team members to similarly find and own their voice.