School races draw many candidates

Daily Journal Staff

Twenty candidates are vying for 10 seats on six different school boards in San Mateo County.

Although each district provides education for our students, each faces different challenges in doing so. Candidates took the time to answer three questions on issues pertaining to their district. Each answer was to be around 50 words maximum.

Belmont-Redwood Shores Elementary School District

Three candidates — Trustee Cathy Wright and challengers Catherine Bonnar and Jim Roskind — are running for two seats on the Belmont-Redwood Shores Elementary School District Board of Trustees. Trustee Bill Davidovich is not running for re-election.

Overcrowding is a huge issue in your district inspiring the new school to be opened by 2009. Once built, what amenities would you like to see at that site?

Bonnar: Specific "amenities” are less important than building a safe school, adequate to handle current and projected enrollment, and meeting district school standards in a timely and cost-effective manner. I expect all district schools to provide quality learning environments, including suitable spaces for science, art, music, library, resource specialists and playgrounds.

Roskind: Rather than amenities, I’d opt for earliest possible opening. I’d also argue for conservatively fitting into our current budget, as budget issues are constantly overwhelming. I could hope for a beautiful general purpose room (stage/gym), science lab space, computer lab space, etc., but with consistent overall education as my goal, I’ll have to defer to professional school designers and professionals.

Wright: We’ve convened an education specifications committee comprised of staff, parents and community members to assist the district in creating the best school we can provide. By providing a safe, well equipped learning and working environment, the new school will build a sense of pride and belonging for students, staff and the community.

This year the district opened five new classrooms to accommodate the extra 164 students who showed up to school. If that trend continues in the upcoming years, how would you like the issue addressed?

Bonnar: Adding modular classrooms is one short-term option. Since the district is at or above capacity everywhere, changing school boundaries is of limited effectiveness. Commitment to class size reduction (20 to 1) means we cannot increase class sizes. Construction of the second school in Redwood Shores will help long term.

Roskind: Enrollment forecasting indicates that this year’s district-wide over enrollment was an anomaly, even though Redwood Shores growth was predicted. Undesirable as it may be, split-day kindergarten may be used to temporarily create classroom space (with relatively low budget impact). If the trend really did predictably continue, a Belmont bond for a new school would be an obvious consideration, if the new school in the Shores could not contain the predicted overflow.

Wright: The continued success of our schools makes Belmont-Redwood Shores a very desirable school district to families. We are continuing to monitor our enrollment trends so that we can accommodate all children who live within our district boundaries.

Inclusion of Redwood Shores residents is a sore subject with the district that has improved recently. How could this relationship be expanded?

Bonnar: In difficult times, the district can build trust by consistently acting in the best interests of all its students and by open communication. I am committed to the process that has resulted in the decision to build the new Shores school and to listening to the entire Belmont-Redwood Shores community.

Roskind: The board could try harder to get additional representation from Redwood Shores. This year, after the basic application deadline for candidacy had past, and I, a Redwood Shores candidate has already applied, a non-Redwood Shores candidate was seemingly recruited, applied and endorsed by the remainder of the board. When the board was asked if there was any commitment to use the new school for Shores residents, since it was funded by Shores residents, the board declined to agree to any extent. The board has to be less exclusionary, more open to input and transparent, and more reasonable with all portions of our district.

Wright: The last four years, I have demonstrated my commitment to children. I have worked very hard to actively listen to all community members; listening to all sides of an issue before making an informed decision that serves the best interest of children. I will continue to maintain open communication with the community.

Millbrae Elementary School District

Two men with board experience — current Trustee John Lynch and former trustee Dale Buettgenback — are competing with community member and involved parent Frank Barbaro for two positions on the Millbrae Elementary School District Board of Trustees. At least one new name will be added to the board roster since Trustee John Darro opted to run for the Millbrae City Council instead of re-election.

Money continues to be an issue in Millbrae. What method would you like to see to increase ongoing revenue?

Barbaro: As co-chair of Measure R, we must educate more of our parents, convince them they must join the game. We were off by 2.2 percent of the vote. Forty-four percent of the parent voters voted. Four-hundred-and-fifty-thousand dollars yearly can bring back teacher aides, librarian and custodian hours. I am on the steering committee for our foundation, another source of revenue. Renovate our nine athletic fields to lease for revenue.

Buettgenback: Millbrae is a revenue based district and is dependent upon the state for its funds. The only other consistent source of revenue is a parcel tax or a local foundation.

Lynch: • Interest from the sale of the Millbrae School site will generate $600,000 yearly income — $12,000 x 5 percent.

• Place another parcel tax on the ballot early in 2008. Passing this tax would mean at least a 4 percent raise for all employees.

• Tell the voters what our estimated income and projected expenditures will be for the next five years.

• Organize a foundation as soon as possible.

• Consolidate services with the [San Mateo Union] High School District, neighboring school districts and city of Millbrae — maintenance, personnel, administration etc. — and maximize the use of facilities.

Raising money and creating public interest hasn’t been as easy as tossing a ballot measure out to the voters. How could community outreach be improved?

Barbaro: We need to improve education and communication with parents and residents on state and federal funding, our budget, and state restrictions on money spent. Informational meetings from district officials. Town meetings with our elected state officials explaining why we are so underfunded. Look at other districts and their solutions to revenue shortfalls .

Buettgenback: I believe it is mandatory to create forums and workshops for the diverse members of our community in order to help them understand the financial needs of the district. We must help the parents of our children and the seniors of Millbrae to be aware of the impact of quality education on all of us.

Lynch: • The image of the board can always be improved.

• Clarify and justify needs for today and tomorrow.

• Better communication will bridge any gap incredibility.

• Be accountable. Tell the voter exactly what is happening to the $20 million from the sale of the Millbrae School site.

• Put more emphasis on self motivation in the learning process.

• Consolidate with the [San Mateo Union] High School District. If not acceptable, merge other services.

Retaining teachers without much extra revenue is difficult for any district. This is especially true for Millbrae. What non-monetary methods could be used to help retain teachers?

Barbaro: I have volunteered in the class rooms from [kindergarten through fifth grade] and see first hand how parent volunteers make such a difference in a teachers day in class. Photocopying, grading papers, Art in Action and computer lab are just a few of the things parents can do for a teacher. Improve communication between teachers and parents. Education begins at home with children, this makes the teaching process that much easier for a teacher.

Buettgenback: Please refer to my previous answer. In addition, as a potential board trustee, I would like to see increased suggestions from teachers and staff, increased cooperation between trustees, the City Council and community. It is going to take all of us working together to meet today’s challenges for our children and community.

Lynch: • Academically excellent school district.

• Learning environment very good because the five schools are in top shape.

• Morale is high because the parents, teachers and administrators trust each other and support and cooperate with one another.

• Personnel knows that after the parcel tax passes, the top priority will be an increase in their salaries.

• Put more emphasis on self-motivation.

San Bruno Park School District

Active San Bruno residents are running for the two open seats on the San Bruno Park School District Board of Trustees including trustees Chris Kiely and Kevin Martinez; former trustee Chuck Zelnik; and community volunteer Jennifer Blanco. Kiely did not return his responses.

Board protocols have come under question a number of times in the past year. In addition, parents and residents don’t seem to be on par with the processes used to make decisions by the current board. How would you strengthen community ties and increase trust?

Blanco: The current board has lost their focus because of their continual squabbling and has brought embarrassment to the district. The trainings and teachings that I have acquired through the [Parent Teacher Association] will allow me to help parents and the community to have faith in our school board once again. The PTA requires outreaching for better communication and the positions that I’ve held through the ranks of PTA, have allowed me to gain years of experience of being an effective parent leader. One of my goals as a trustee for my district will be to restore protocol by enforcing the Brown Act [California’s open meeting law], professionalism, higher standards, and respect to the board.

Martinez: Too often board meeting squabbles seem to pick up right where they left off, as though nothing else of impact occurs. I would concentrate on being present at schools, and school and civic events, engaged in the issues that parents and community members find important; those issues are what need to come back to the board.

Zelnik: I am most concerned with the board operating outside the protocol of open meetings, i.e. "Roberts Rules of Orders.” When I was on the board, I thought all board meetings should be televised. The superintendent along with the board president sets the board agenda. Sometimes the televised meetings have been too sanitized, instead of discussing difficult issues. Therefore, I would like to see all board meetings televised.

An enrollment drop over a number of years raised the issue of a possible school closure. This year, the district had an increase of students possibly delaying such a decision. How could the district attract and retain more students?

Blanco: Yes, the district had an increase of 100 children and the board voted not to close a school for the 2008-09 school year, however, in order to attract and retain students, the district can research implementing different programs within the curriculum, such as art, music, technology and raise the academic standards. This is where the San Bruno Education Foundation will be instrumental. We will need to work closely together to raise the funds to support such programs.

Martinez: Highly dedicated and qualified teachers provide a high quality education at all our schools. In addition to communicating our successes better to the community, in the case of Parkside, we need to demonstrate its quality more deliberately within the elementary schools.

Zelnik: The district did attract more students, but only admitted 100 students due to staffing decisions made by the superintendent and board. I spoke at the June meeting, encouraging the superintendent and board to hire extra teachers to handle the known increase in students. They failed to do this and therefore numerous students were turned away.

More students would mean more money for the district. Even with more students, money is and would still be tight for San Bruno. How could more revenue be raised?

Blanco: Again, the San Bruno Education Foundation will be influential in seeking more revenue for the district. Another means of more revenue will be to streamline the district’s budget by cutting back unnecessary spending, or by applying for grants through corporate businesses and state and federal funding. An example of business funding is the E-Waste for Education Project, which I am currently the director of for our district through the PTA.

Kiely:

Martinez: Apart from the issue of declining enrollment, the district has also both cut worthwhile programs and not pursued others, like "Middle Years IB” from lack of funds. Program opportunities may provide the positive impetus for a possible parcel tax. Also, we should examine maximizing our lease revenue — working responsibly with the city and responsively with the community.

Zelnik: Revenue can be raised in two ways: 1. controlling expenses and 2. maximizing leases. Prior to my leaving the board, I expressed my concerns to the superintendent that the district [chief business officer] was extremely lacking in his abilities to manage the fiscal issues of the district. As we have seen recently, past due bills were not collect and money has turned up that we didn’t know we had. Also 10 years ago, the district purchased a new bus — approximately $60,000 — for transporting students. It is not in use due to the fact that the district has not hired a bus driver. Is this a good way to use our money? Hopefully our expenses will be controlled better and used more wisely with a new CBO. Secondly, maximize our leases to see where we might have potential increases to help offset our financial situation.

San Carlos Elementary School District

Two new faces — Seth Rosenblatt and Sonya Sigler — and Trustee Tom Quiggle are vying for one of two four-year seats on the San Carlos Elementary School District Board of Trustees. At least one new leader is guaranteed to prevail since incumbent Eric Von der Porten opted not to run for re-election.

There’s an excess of $3 million to $4 million in already approved bond money. The district is trying to decide the best way to use the money. How would you like to see the money spent?

Quiggle: My first priority for use of the money is to address traffic and safety concerns at the Tierra Linda/CLC campus. The district has discussed options with the San Carlos city engineer. The most promising solution requires cooperation from the city of Belmont. Progress on the issue has been slow, but I have renewed optimism that we can reach an agreement and improve traffic flow and safety.

Rosenblatt: The first priority should be health and safety matters, including fixing problems with asbestos, gas lines, heating systems and sewers. With the remaining funding, we should focus on those areas that directly impact the educational experience of the children, such as classroom technology.

Sigler: It is important to spend the excess Measure E money in a way that will benefit the most students for the longest period of time. For example, I would vote for a capital improvement like new windows on all the school campuses, which will affect [approximtely] 2,800 students for 30 to 40 years. Safety issues on each campus are a high priority for me in spending this excess bond money.

The debate regarding Heather field has lingered between the city and the district. Through the debates, board members brought to the forefront the need to update the other fields as well. How could the district pay for these upgrades?

Quiggle: When examining the overall facilities needs of the district, fields updates were rightly deemed lower priority than classroom modernization and various infrastructure projects. To the extent that our middle school fields are jointly used by the district and the city, I would hope that their needs could be jointly addressed in conjunction with the city’s "Master Plan for Parks, Open Space, Buildings, and other Recreational Facilities.”

Rosenblatt: We need to more closely engage the city in a long-term plan expanding our relationship to cover all of the school fields. The city’s partial or total funding of field upgrades would be a win for the city, the schools, and ultimately for the children who need safe, available playing fields to promote their physical and mental well-bring.

Sigler: I think we have to look outside the very tight district budget for creative solutions or the district will have to pass another bond measure to upgrade all of the school fields. Safety on the fields is a huge issue; there are too many injuries and too many fields that are closed for safety reasons, which means that the children of San Carlos cannot even use the current fields without additional maintenance.

If elected, what is your number one priority?

Quiggle: To provide our teachers with the necessary training and resources to better meet the unique educational needs of every child. While overall academic achievement is increasing each year, we still find a number of students struggling to meet standards. We also have high-achieving students who are not being adequately challenged. We need to provide every child with the opportunity to achieve at his or her potential.

Rosenblatt: My number one priority is maximizing the resources and programs available to our children. I would work on crafting and sharing a vision for an "inspired” education in our schools — one that allows each child to reach their potential, learn in the way most appropriate for them, and develop a passion for life-long learning.

Sigler: My first priority is to work with the other board members to establish a set of priorities for the district and to communicate these goals and the progress towards the completion of these goals to the San Carlos community. Making the vision of educating the whole child a reality, means that every decision and action of the board needs to be measured and weighed against these priorities. If everyone on the board is aligned regarding the priorities, then we will accomplish more by working together.

San Mateo-Foster City Elementary School District

Community volunteers and district moms Gina Kuo and Colleen Sullivan are challenging board President Mark Hudak for the two seats available on the San Mateo-Foster City School District Board of Trustees. Trustee Melodie Lew is not running again and is supporting Kuo.

Reaching an agreement was a big step forward for the district and its relationship with the teachers. It did not, however, mend the wounds created during a long contract negotiation period. How could the relationship be strengthened?

Hudak: Both sides need to find common ground earlier in the process. I recommend using a mediator at the outset of negotiations rather than waiting until the parties are polarized and at impasse. We should obtain a neutral financial report so that teachers, parents, and the district can see how much money is really available for salary increases without cutting core academic programs.

Kuo: Trustees need to be the change agent in reaching out to the teachers and serve as a model for administrators in turning the adversarial atmosphere into an organizational culture based on respect and spirit of collaboration. Trustees need to [have] personal knowledge of the issues that staff may present during formal board proceedings and to lead not just follow recommendations from staff. We are in this together — not against each other.

Sullivan: The school board, administration, and teachers’ union need to rebuild trust, mutual respect, and open, meaningful communication. An independent fiscal advisory committee must be created so that all parties trust in the finances provided during negotiations. The administration and [San Mateo Elementary Teachers’ Assoication] must fulfill their promise of "continued effort towards collaboration in addressing issues in the areas of special education, teacher support, and professional development.”

The tight budget was an issue from the district’s perspective during negotiations. How could more revenue be generated?

Hudak: Given the state’s economy and budget deficits, we should not expect significant increases in school funding. We are receiving valuable new funding from the federal magnet grants program. I would like to see our education foundation develop a better donor base with local businesses.

Kuo: The district will be going out for a [general obligation] bond and our student’s need the parcel tax renewed in 2010. Apply for grants from state and charitable sources, and lobby our legislators to increase equalize funding.

Sullivan: The San Mateo-Foster City Education Foundation, "for kids!,” and the district must continue their efforts to reach out to the business, parent, and San Mateo and Foster City communities to generate more revenue. We must continue to fight for equalization funding for our revenue limit district.

Along with being the largest district in the county comes a wide range of students needs. In addition, the achievement of these students is not equal across the board. Closing this gap has been a goal for a number of years. Little gains are being made but success has yet to be achieved. What else could be done to raise the comprehension of all students?

Hudak: Our district scored 810 on the [Academic Performance Index], which is good progress. We added extra teachers at three schools to reduce class sizes and allow more individual instruction for English learners. The year-round calendars at certain schools allow for interventions during the year for students who have fallen behind.

Kuo: Increase teacher collaboration with teaching specialists so both teachers are reinforcing lessons and remedial skills. Devote more attention to [kindergarten through second] grade and to address their needs early on to prevent them from falling further behind in upper grades. Engage low performing readers and their parents with nonprofit family support programs like the "Raising a Reader” program so that parents are better engaged with their children.

Proposition 49 now grants nearly half a billion dollars each year in after school programs. Kids need a safe, supportive environment after school where they can do homework, get help, and engage in constructive, pro-social activities that reinforce what they learn in class.

Sullivan: Retaining quality teachers is the most critical component in raising the comprehension of all the district’s students, keeping all students challenged, and continuing to improve API scores. These quality teachers learn from each other, mentor new teachers, and share their best practices for student achievement. Their experience and professional development result in excellence in the classroom.

San Mateo Union High School District

Two seats are up for grabs with only one incumbent on the San Mateo Union High School District Board of Trustees — Diane Vranes — seeking re-election. Vranes, a teacher, faces Dave Pine, Burlingame Elementary School District board president; retired teacher and community activist Don Havis; and retired financial services consultant Stephen Rogers. Trustee Marcia Cohn-Lyle is not running for re-election, instead vying for a spot on the Foster City Council.

The district recently repaired a 3 percent reserve — a welcome change from the cuts made last year. But the district is far from out of the red. How could the district either further cut back or create new revenue?

Havis: Only space for one idea: Re-examine the use of the seventh period day. If it is not used primarily for greatly enhanced tutoring opportunities to help close the "achievement gap” between lower socio-economic groups and higher achieving groups, rescind it for a couple of years until we can better afford it.

Pine: The district should consider asking the voters to amend the $298 million Measure M facilities bond to prepay some or all of the district's $74.5 million construction debt. This would save millions of dollars in interest charges and free up substantial redevelopment agency funds now earmarked for debt payments.

Rogers: Keeping the budget advisory committee that was started last year is a good start. Having a group of key advisors to the board, who can invest the time and energy to understand the budget complexities, is critical to good fiscal management. Making sure that the committee has representation from all key constituents, teachers, classified staff, administration, parents groups and principals is critical.

Vranes: Currently, further major cuts are not being considered, but we are seeking creative new revenue streams, such as increasing fees on district rental facilities closer to market rates, and aggressively seeking all possible grants such as the recent Hillsdale grant of over $1 million. I hope to see us seeking voter approval to use a portion of Measure M funds to retire remaining construction debt from Measure D in order to relieve the general fund from future debt servicing costs.

With these tough times came tough decisions and a wounded relationship between the district and the teachers, community and students. A better working relationship has started to grow but is far from blossoming. How can the district repair its ties and trust with the community?

Havis: The district needs to do a much better job of communicating with the community at large. There are many PR strategies possible. Also, all stake-holders — parents, teachers, classified staff, etc. District citizen oversight committees need to actively meet and properly function.

Pine: More communication, increased participation in decision making, and greater financial transparency are all necessary to rebuild trust and collaboration in the district. Hard times will come again and they can best be weathered if the district first builds a foundation of respect and goodwill between all of the district’s stakeholders.

Rogers: As partially answered above, key constituents must be included in the process for significant or strategic issues. Setting a strategic plan for the district, with input from all is important. There must be a process put in place around key decisions or major goals to get buy in and better solutions.

Vranes: Such repairs are taking place, and will continue as the district strengthens its financial stability, provides the compensation our teachers and staff deserve, and remains open and accessible to all stakeholders — especially students and parents.

Through the academic core the district requires all students to take certain classes allowing anyone to apply for college if that’s their path. Not all students will want this path. How could the district better meet the needs and interests of these students?

Havis: The district has already started to do a better job of involving union apprenticeship programs. They will be involved, for the first time I believe, in a "Career Day” event at Hillsdale High on Oct. 16. We need to do more of this sort of cooperative effort.

Pine: Many students would benefit from vocational education programs that combine academic rigor and job training. I support school to career pathways where a student's high school course work transitions into further training at a community college, a union apprenticeship, or a position with a local high tech or biotech company.

Rogers: There are no easy answers. Getting parent participation in the options given to kids is important, to the extent that it is possible. Looking for partnership opportunities in the community, particularly with the trades is an important program to start. We have an opportunity to leverage the efforts the trades are already making in training and education, and show the kids another path that leads to personal success. We need to explore how to make the students aware of the opportunities and if possible, offer internships that are jointly sponsored.

Vranes: While we stand ready and willing to provide additional vocational training where sufficient student interest and need exists, the most vital need of every student is literacy, no matter what career path they choose! We need more emphasis on literacy development, and must support every student in reaching reading and writing competency. Without it, they face limited future choices.

Belmont-Redwood Shores Elementary School District

Catherine Bonnar

Age: 56

Years in city and city of residence: Belmont for 22 years

Occupation: Judicial attorney for the First Appellate District Court of Appeals

Education: Bachelor’s degree from Pitzer College and a law degree from Stanford University

Political experience: Former trustee

Family: Married with two children

Children in the district: No, both in college

Jim Roskind

Age: 50

Years in city and city of residence: Redwood Shores for almost eight years

Occupation: Computer scientist

Education: Two bachelor degrees in electrical engineering and computer science; a master’s degree in engineering and computer science; and a doctorate in electrical engineering and computer science

Political experience: None

Family: Married, with two children

Children in the district: No, one is in private school

Cathy Wright

Age: 36

Years in city and city of resident: Belmont for nearly 10 years

Occupation: Direct sales

Education: Bachelor’s degree in speech and communication from San Francisco State University

Political experience: Finishing her first term

Family: Married with three kids

Children in the district: Two in the elementary district

Millbrae Elementary School District

Frank Barbaro

Age: 49

Occupation: Business owner

Years in city: 12 years

Education: High school, some college

Political experience: None

Family: Married, with two kids

Children in the district: Both children, one in seventh grade and one in second grade

Dale Buettgenback

Age: 75

Occupation: Retired

Years in city: 30 years

Education: High school

Political experience: Twelve years on what’s now the Pacifica Elementary School Board leaving in 1977, 12 years on the Millbrae Elementary School District Board of Trustees until 1994

Family: Married with one child

Children in the district: None

John Lynch

Age: 85

Occupation: Retired, incumbent and previous business manager for the district

Years in city: 45 years

Education: Bachelor’s degree from St. Patrick’s Seminary in Menlo Park, master’s degree from San Francisco State University, course requirements for Doctorate from Stanford University

Political experience: 12 years on the school board

Family: Married for 50 years, three children, two grandchildren

Children in the district: Grandchildren

San Bruno Park School District

Jennifer Blanco

Age: 35

Occupation: Bankruptcy administrator

Years in the city: 35 years

Educational background: Associate in arts degree

Political experience: Cultural and Arts Commissioner, PTA 17th district, no longer membership chair, area counselor for PTA schools in San Bruno, San Bruno PTA Area Counselor, Still the Peninsula Chapter Coordinator San Francisco Latino Film Festival, Foundation Board

Family: Single with four children

Children in the district: One does, one in high school, third in another district and fourth is too young

Christopher Kiely

Age: 49

Occupation: Plumbing and electrical manufacturing rep

Years in the city: 40 of his 49 years and for the last 15

Education: Bachelor’s degree in political science from University of California at Berkeley and law school at the University of San Francisco

Political experience: Joined the board in 1999

Family: Married with four children

Children in the district: One in junior high, one elementary school and two high school

Kevin Martinez

Age: 46

Occupation: Systems engineer with a large financial institution

Years in the city: 18 years

Education: Attended the University of California at Berkeley, but did not graduate

Political experience: Appointed to the board in 2006

Family: Married with two daughters

Children in the district: Both girls attended; one is in high school, the other in college

Charles "Chuck” Zelnik

Age: 50

Occupation: Part-time stay-at-home dad, self-employed

Years in the city: 21 years

Education: Vocational training

Political experience: Former trustee for six years

Family: Married with two in college

Children in the district: Both went through the district

San Carlos Elementary School District

Tom Quiggle

Age: 45

Occupation: Incumbent, software architect

Years in city: 13

Education: Bachelor’s degree in computer science with a minor in electrical engineering from San Diego State University

Political experience: Finishing first term

Family: Married with two children

Children in the district: No but both previously attended

Campaign info: www.quiggle4schoolboard.com

Seth Rosenblatt

Age: 40

Occupation: Vice president of marketing and business development for Optimost

Years in city: a little over 10

Education: Bachelor’s degree in economics from Dartmouth College, master’s degree in business administration from the Harvard Business School

Political experience: None

Family: Married with two children

Children in the district: Both attend Arundel Elementary

Campaign info: www.rosenblatt.org

Sonya Sigler

Age: 40

Occupation: Attorney/general counsel at software company

Years in city: 13 years

Education: Bachelor’s degree from the University of California at Berkeley, law degree from Santa Clara University

Political experience: Board of Charter Learning Center two terms

Family: Three children

Children in the district: All three attend the San Carlos Charter Learning Center

San Mateo-Foster City Elementary School District

Mark Hudak

Age: 54

Occupation: Attorney

Years in city: San Mateo, 10 years + stint and previously

Education: went to Denison University in Ohio, law school University of Virginia

Political experience: joined four years, appointed assistant city attorney in Hillsborough, general council to Sequoia Healthcare district

Family: Married, one daughter

Children in the district: Borel middle school

Gina Kuo

Age: 45

Occupation: Community volunteer, director for the Art Gallery

Years in the city: Foster City, 14 years

Education: Masters of fine art degree, University of New York, Bachelor drama department

Political Experience: Chair Arts and Culture Committee for the city

Family: Married with one son

Children in the district: Audobon

Colleen Sullivan

Age: 44

Occupation: Community voluneteer

Years in the city: San Mateo, since 93 Foster city 2 years prior

Education: Bachelor’s in math from liberal arts college

Political experience: None besides voting

Family: Married with children

Children : Yes

Campaign info: www.colleenforschoolboard.com

San Mateo Union High School District

Don Havis

Age: 73

Occupation: Retired teacher/administrator

Years in the city: San Mateo for 23 years

Education: Bachelor’s degree, master’s degree and credentials from San Francisco State University

Political experience: Two years on County Council of the Green Party of San Mateo County

Family: Married with two children

Children in the district: No

Dave Pine

Age: 48

Occupation: Attorney

Years in city: Burlingame for seven years

Education: Bachelor’s degree from Dartmouth College and attended law school at the University of Michigan

Political experience: Four years on the Burlingame Elementary School District Board of Trustees and four years on the Redwood City Planning Commission

Family: Married with two children

Children in the district: Children attend school in the Burlingame Elementary School District

Stephen Rogers

Age: 50

Occupation: Retired/consultant in business financial services

Yars in city: Recently moved to Hillsborough, lived in Burlingame for 17 years prior

Education: Bachelor’s degree in accounting from Sacramento State University, master’s degree in financial accounting from the University of Rochester

Political experience: None

Family: Widowed with two children and engaged with two new children on the way

Children in the district: Both teens attend Burlingame High School

Diane Vranes

Age: 60

Occupation: Teacher at Parkside Intermediate in San Bruno

Years in city: San Bruno for 33 years

Education: Bachelor’s degree, master’s degree and credentials from San Francisco State University

Political experience: Three terms on the San Mateo Union High School District Board of Trustees

Family: Married with six children and eight grandchildren

Children in the district: Went through the district