Centre County school board candidates share thoughts on building projects, renovations
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2023 election: School board candidates
The Centre Daily Times recently sent a survey to all Centre County school board candidates with questions about a number of issues. Read their responses below.
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The Centre Daily Times recently sent a survey to all school board candidates with questions about a number of issues, with some of the questions submitted by readers. Twenty-two candidates responded and 14 did not. We have published their unedited responses, which were limited to 1250 characters. We will publish additional responses in other stories.
One of the most critical responsibilities of school board members is overseeing capital building projects. From building new schools to athletic facility renovations or district upkeep, these projects can take years of planning and cost millions of dollars.
With major projects underway at State College, Bellefonte and Penns Valley area school districts, future board members will have to work alongside contractors and the administration to ensure projects are completed.
Candidates were asked how they would help to oversee capital building projects if elected. Their responses are below.
State College Area School District candidates
Amy Bader — I have been an active participant in all the district’s last 5 major projects, including the high school. School capital projects have many unique aspects that differ vastly from other types of capital building. Incorporating the educational considerations and needs of a project is a key element in which I have extensive experience. Additionally, engaging with the community over such projects requires a distinctive approach to ensure communication is thorough and understandable and to have a process where all participants feel engaged and heard. After 5 projects, I well understand these requirements and am prepared to advocate for an exceptional process. In such projects, one major concern is overseeing the interaction between the budget and the design/development phase. This is a key area where educational requirements could be missed or costs can needlessly increase. Again, my experience means I have lessons learned and have developed a keen eye to spot such issues quickly. It is imperative the district meet the educational needs at the lowest possible cost while ensuring a quality building that will last for decades — this is something I can do well.
Gretchen Brandt — I have ample experience in overseeing capital-building projects in SCASD including: the high school, three elementary schools (Radio Park, Corl Street, and Spring Creek) as well as the renovation of Memorial Field. I have been invited by the Pennsylvania School Board Association to be a panelist on overseeing capital-building projects in school districts due to my vast experience locally. Additionally, I have helped lead the completion of the Whitehall Road Regional Park via my work as the SCASD representative on the Centre Region Parks and Recreation Parks Authority. If reelected I would include the following in overseeing capital-building projects in SCASD: Completion of a District-Wide Facilities Master Plan (following best practices for large capital projects in school districts), careful attention to detail of the budget process for capital projects (on budget and on time, incorporating both educational learning models and best sustainability practices into the plans), faculty and staff input into all building projects, value engineering, and a phased completion plan (30, 60, 90%) in order to incorporate public input throughout all phases of the process. The #1 priority is Park Forest Middle School.
Anne Demo — The board recently approved moving forward with a renovation of Mount Nittany Elementary and a District Wide Master Plan that prioritizes Park Forest Middle School — built in 1971/renovated in 1995. Such projects require any new board member to fully understand where the process stands at all times, listen, and then ask follow-up questions based on feedback from diverse stakeholders — parents, staff, and the public.
Barry Fenchak — Buildings and facilities are an important part of the educational process. They are not simply piles of bricks and wood. Every capital project should be evaluated first and foremost by asking the question “How might this facility help us achieve our mission of providing every child with the resources to achieve academic success?” That analysis should intentionally involve the faculty, safety experts, and others, to make sure we are effectively addressing the key needs that further the mission. Only after those questions are answered should we advance the planning process — making sure that every dollar is spent efficiently to address those needs (and not to fund non-mission items). Intentional focus needs to be at the forefront, not only for capital projects, but also our operating budget. While we might reasonably expect our expenses to increase to meet the impact of inflation, our operating budget has increased dramatically over the last decade — by over $240 million more than the rate of inflation. For a district with level enrollment, that raises red flags. Such steep increases are a warning sign that the board may have failed to properly prioritize goals before diving into large financial commitments.
Daniel Kolbe — In overseeing capital-building projects, my approach would be grounded in responsible planning, effective project management, and a commitment to serving the educational needs and aspirations of the community while ensuring fiscal responsibility and transparency. This would also fall in line with the Strategic Master Plan which is grounded in educational objectives and accounts for potential future growth. For transparency purposes, project managers and stakeholders would be providing regular reports to the board and the public on the status of the project, including updates on budget, timelines, and any significant changes or challenges. Many of these things, the SCASD administrators and board already do!
John Krajcovic — We need to take the proper steps to select and manage consultants as responsibly as possible. The selection process requires identification of relevant evaluation criteria and focus on project details, outcomes, and risks. It provides an opportunity for consultants to address questions they see as important, such as time or costs savings, innovative building techniques, or design features to reduce maintenance or increase efficiency. This process adds value for the district, not only by helping to identify the best consultant, but also by increasing awareness of issues that could impact the project schedule. It affords the district the opportunity to form a committee, including engineers from the community who have no conflict of interest. Selecting a consultant without going through a selection process, as the current board recently did, raises concerns over potential conflicts of interest. The recent decision by the sitting board to skip the selection process for the Mount Nittany Elementary School expansion project and their potential to do the same for Park Forest Middle School is one of the main reasons I am running. Mismanaging engineering agreements could cause projects to be over budget and behind schedule.
Aaron Miller — The SCASD administration has, in recent years, done an excellent job of planning, budgeting, and funding their major capital improvement projects. The success of the State High and elementary school projects are examples of that success. I consider this a primary role of the board of directors to oversee, understand, and approve the processes that the district follows to ensure we have sufficient and high-quality learning spaces. We also should be planning for the future of the district as well as the present — selling buildings or properties in central locations should be weighed against the possibility of future district needs. The goal is to provide our community with schools that subsequent generations continue to benefit from.
Michelle Young — We owe it to taxpayers to be fiscally responsible with the capital decisions we make. All budget decisions should involve a cost-benefit analysis or some form of value assessment. I have done cost-benefit analysis and value assessment all of my 22-year career in the Navy while managing budgets and contracts as small as $13M to $995M. I coordinated and executed a $152M new construction communications building and power upgrade. It is hard work and can be time consuming. It requires gathering and analyzing accurate data and prioritizing requirements vs “nice to haves.” I would consider a $100,000 mural during the high school project a “nice to have” for example. Without prioritizing, the project is in danger of what the military calls “mission creep”...when “nice to haves” cause the gradual expansion of the objectives, scope, and cost. If the board is doing its job, then money is a limited resource… requiring the willingness and fortitude to make hard decisions on how the budget allocated.
Nathan Bish and Megan Layng did not respond to the survey.
Bellefonte Area School District candidates
Jennifer Barnhart — The new elementary school project that has begun is a direct example of how this will pertain to me if elected to the school board director position. Development is currently in place and continuous check ins with Site Logic and questions towards the process and cost is absolutely necessary to keep things in place timewise and in budget. It is important to be open to and evaluate any new needs of the school community and funding along the way other expenses or changes may occur during the project. For me, I find it very important to ensure that the building project has flexibility, such as multi-purpose rooms so that it can accommodate changes to things such as enrollment, classroom needs and extra-curriculars. I will continue to ask input from teachers (directly or indirectly) and the community at regular intervals and try to take all input into account. Additionally, we cannot overlook overall safety in the classroom. As Bellefonte High School, unfortunately experienced the scary feelings that so many others have not had the chance to end the same way, we cannot overlook that this is a priority that must continue to remain at the forefront of our planning strategies.
Patrick Buck — As Bellefonte continues to move forward with the design and development of the new elementary school, it is essential that we continue to engage the community to ensure we meet their needs. It is vital that we clearly define our needs to the builders and project manager, including our expectations regarding deadlines. It is also important that we have a clear vision on long-term sustainability of the new elementary school. We must future proof the school to do right by the taxpayers and ensure our community will have the appropriate infrastructure for many years to come. Critical components such as classroom flexibility, technology needs, and utilities must all be approached with a “no stone un-turned” mentality. For example, if we can invest in more efficient utilities, we can provide long term savings and improved conditions for our students and the district. It should be our goal to strive for the best resources for our district while ensuring we maintain fair and appropriate tax rates for our community members.
Paul Dombrowski — The most important capital project is of course the emerging new elementary school. It is moving along according to schedule, which means that that school will not be functional for several more years. In the meantime, the existing elementary schools must be maintained at a level suitable for effective teaching and learning even though their future lifetime is limited. It is important that all these processes be as transparent as legally possible to the public and receptive of public input. In the juggling of competing financial demands, the interests of the learning experience of students must be paramount. In general, expenditures should be toward the greatest impact to the greatest number of students rather than to narrow interests of only a few. My extensive experience in higher education assessment, compliance, and accreditation informs my understanding of complex organizations both conceptually and materially.
Julie Fitzgerald — It is important for the board to clearly identify goals, timelines and budgets for capital projects. As a district, we need to place priority on developing a long-term facilities plan and incorporating maintenance and capital improvement line items into the annual budget as a path to future fiscal stability and responsibility. Moreover, we need to ensure transparency so that all taxpayers understand the capital improvement plans and how their tax dollars are allocated to this end.
Tim Kessling — Bellefonte is in the process of developing a new elementary school because of failing infrastructure. We have an opportunity as a community to have input on a building that will outlive ourselves and potentially be a learning environment for our kids’ kids. I’ve worked construction my whole life and have a Bachelor’s Degree from the Pennsylvania College of Technology for Construction Management. My knowledge can bring a lot to the table when hurdles arise, which they will. We need to use our funds appropriately, and be active in managing the construction process. We need to ask questions, and look at options daily through the entire process. Our children should feel eager to learn, excited, and safe when walking through the doors of this new building for the first time, and I would genuinely love to be a part of helping provide just that.
Darrell Sharp — We need board members with real world capital expense and project management experience. One must have the base knowledge of construction, building, and project management to be able to challenge contractors and consultants and hold them accountable. It would be great if it were as simple as just being able to trust every individual or company to uphold their end of the bargain and perform at a high level. Unfortunately, that is not the reality. If you do not have that base knowledge, their is a high likelihood you will be taken advantage of and, in that process, tax dollars will be wasted. I have that base knowledge and the courage to challenge when and where needed to protect the communities’ money.
Donna Smith — Capital building projects need to be looked at from both the cost perspective and necessity perspective. Cost will always be important but we need to provide the facilities that will allow them to succeed in the future. Bellefonte has a five year plan that is reevaluated annually. We take a look at these future projects along with other financial indicators to determine the best path forward. In this way, we are being fiscally responsible with the taxpayers’ money while still providing the students with the best education possible.
Kim Weaver — It is well known that the Bellefonte Area School District is planning the development of a new elementary school and has been working with the project manager from Site Logic for the last few years to manage this project efficiently. As a board member, it is my job to hold the project manager accountable for the contract in place and ensure that it is being followed. It is important that this project remains on time so that the district can utilize its funds in the most efficient and effective way possible to not be wasteful with taxpayer dollars. In addition, it is important to consider the development of the elementary school programs after the building has been built and students are enrolled. As I have been an elementary school teacher in a neighboring district for seven years, I have the experience and skills necessary to ensure that the new elementary school is successful and is meeting the needs of our teachers and students.
Joe Yech — I have extensive experience with capital project management and installation through the various positions I have held during my career in paper manufacturing over the past 24 years. I will bring this experience to the board to assist in design review, budget analysis, and contractor/vendor selection. Objective criteria must be set ahead of each of these project phases to aid in their evaluation.
Denelle Korin did not respond to the survey.
Penns Valley Area School District candidates
Nicklaus Engle — Communication is the most essential element for these projects. It is vital for the community, the contractors and the district to have an open line of dialogue that can be fluid and multidirectional. No question is a stupid one; I would work to oversee them being asked often, without being judged or passing judgment.
Mike Pase — Any project over a million dollars would require a ballot referendum. Members of the Penns Valley Community have requested this be put into place.
Celesta Powell — Capital-building projects are discussed in work committees of school boards prior to any vote. I believe more information to the public prior as well as during is instrumental in assisting the entire community in understanding all aspects of the project. This information still needs to come in electronic as well as paper form for all tax payers in the district. This information should include where the money comes from- why the project needs to happen — and the cost.
Dan Hall, Molly Miller, Kim Kellerman-Domin, Domer Smeltzer, Daniel Pick and Scott Butler did not respond to the survey.
Bald Eagle Area School District candidates
Jason Penland — I was previously chair of the CIU10 Facilities and Finance Committee, and have been advocating for a revised Master Facilities Plan for our district. For any upcoming capital-building projects in the future I want to see how it interacts with a future Master Facilities Plan. We cannot move any projects forward without a clear picture of what our district looks like in 3, 5, or 7 years. Too many factors exist pertaining to enrollment, student needs, future funding sources, and how to achieve the best educational opportunities for our students. It cannot be left to chance on how we move forward with expensive projects. Once this is established, I want to ensure that once determining a project is a good fit for the district, we adequately plan for it both with our capital reserves and ensuring accurate cost estimates. There is effectively hyperinflation happening right now in school construction, and estimates obtained 1-2 years ago are upwards of 75% more expensive when repriced at today’s rates. Any bonds we issue also need to be callable in order to refinance when rates (hopefully) go down in the next 5-7 years. PlanCon and piecemeal grants need to be attained. All of this is and will be on my radar!
Molly Hoover, Erica Danneker and Brandi Bartley did not respond to the survey.
Philipsburg-Osceola Area School District candidates
Tiffany Warlow — Reviewing our budget and our financial status must be first, and then deciding what is a need vs. a want. We cannot overburden taxpayers with unnecessary spending. We also need to be smart about spending when we do need to implement projects, understanding the total funding for the project and where the funding will be coming from and its long-term impact on the district.
Todd Jeffries, Tim Bainey and Alexander Boumerhi did not respond.
This story was originally published October 26, 2023 at 1:41 PM.