April Williams Moore, Candidate for AISD Place 4

 

1. Taxpayers' Dollars – please respond by February 27, 2025

Currently the AISD has the highest M&O rate of any ISD in Tarrant County. Staff has started budgeting for the paying of recapture (“Robin Hood”). How fiscally responsible should the board be with taxpayers' dollars and why? How high of a priority should fiscal responsibility be and why? What are your suggestions to be more fiscally responsible?

The board lacks a member with a finance background. Year after year, Arlington has approved deficit budgets, hoping they will balance out by the end. Mr. Wilbanks has consistently voted in favor of these deficit budgets. Similarly, the board has annually voted to increase tax revenue, with Mr. Wilbanks also supporting these measures. I disagree with attempting to balance a budget at the expense of taxpayers.

What the board must consider is that when a young family with two children is taxed out of their home, the new family that moves in may have a different dynamic, such as not having school-aged children, resulting in increased tax revenue, but also resulting in the loss of state funding that was previously received due to the departure of the two children from the district.

Last year, Arlington voted for a deficit budget for this 2024-2025 school year. The board was uninformed about the benefits of zero-based budgeting and thus never suggested it. The new Superintendent, possessing a finance background, has now balanced the budget for this school year.

Was it magic? No, it was knowledge and skill set. In August, Mr. Wilbanks also voted against granting teachers raises, believing he could balance the school budget on the backs of educators. I am passionate about recognizing the value of teachers through exceptional compensation. Because of Dr. Smith, the budget is now balanced, and teachers have received their raises.

Mr. Wilbanks also approved the previous Superintendent's organizational chart, which resulted in a top-heavy district, while only allocating a $75 supply budget per year for teachers' classrooms.

Fiscal responsibility is crucial. Our board is intended to provide oversight for our community. They should obtain the necessary information and share it with the community, solicit feedback from the community, and vote in accordance with the expressed views of the community it serves. If temporary funds are received, whether through COVID or alternative temporary income sources, we should refrain from making long-term commitments that will result in greater expenditures than revenue.

 

2. Transgender – please respond by March 6, 2025

Which locker rooms/restrooms, etc., should transgender students be using? Should there be a District policy? Why or why not 

Schools play a critical role in fostering environments that are affirming for all students. By adopting thoughtful policies the district can ensure the comfort and safety of the entire student body. Ultimately, the goal should be to create a supportive space for all students, where each individual feels respected and valued.

Currently, AISD utilizes a Case-by-Case approach that allows each campus to be flexible, working directly with transgender students and their families to find solutions that respect their needs.

An alternative solution is the provision of gender-neutral restroom access to student. These spaces can offer privacy and comfort for all students, whether you're menstruation, tummy feeling sick, or want to have gender neutral options.

 

3. Teachers' Salaries – please respond by March 13, 2025

Is having the highest teachers' salaries in the north Texas area a good thing? Why or why not?

Our educators in Arlington ISD are among the highest paid in the metroplex, yet we still experience an attrition rate of 21.3%. This suggests that there are underlying issues. The culture within our schools and district is suboptimal.

There also appears to be a disconnect between the support provided by the central office and the needs of our campuses, resulting in poor service levels.

I am aware of a teacher who had to submit a field trip request ten times before it was approved. Given that teachers must dedicate their personal time to submitting such requests, it is reasonable to expect a more efficient process. After the second denial, a phone call to arrange a meeting would have been a more effective approach. I aim to address the inadequate service levels that our teachers currently experience.

Our bus staff are also essential to our students. Many would not arrive at school without the bus service. I have had the opportunity to speak with a few drivers whom have dedicated 10-20 years of service to our district, yet they only receive $12 per hour, while new advertisements are soliciting new bus drivers at a rate of $20-25 per hour. We need to reevaluate these salaries and ensure they are comparable to the current rate for this role. It is demotivating for long-serving employees to see their compensation not reflect the current market rate, especially when newcomers with no experience are being offered higher pay.

 

4. Student Achievement Goals – please respond by March 20, 2025

The district has performance improvement plans where the goals are for less than 50% of the students meeting or exceeding grade level expectations on the state achievement assessments. Is this acceptable? Why or why not? What are your suggestions regarding student achievement goal plans?

The Student Achievement percentage in Arlington is not satisfactory. My opponent has acknowledged that literacy rates are subpar and attempts to shift the focus to National Merit Scholars, which, although commendable, raises the question of whether these students' achievements are attributable to innate ability, supported by their parents, rather than the educational system. The vast majority of our students not only fail to achieve National Merit Scholar status but also demonstrate stagnant growth in fundamental subjects like mathematics and reading.

My opponent, along with six other board members, should provide oversight for the community. The current superintendent is rectifying the poor decisions made by the previous superintendent. How will an additional three years of my opponent's leadership style benefit Arlington's students?

Due to subpar performance, Dr. Smith has requested a curriculum audit, which has not occurred in ten years. Why did my opponent not advocate for the previous superintendent to address student achievement sooner?

 

5. Communications – please respond by March 27, 2025

If you receive an e-mail from a constituent on an AISD issue and the constituent logically laid out and well documented the issue, will you respond to the constituent? Why or why not? What actions will you take?

If community members attempt to contact me, I will respond promptly. Currently, our board allows the district to set the vision and priorities, which has led to our current situation. My opponent has failed to challenge the previous superintendent's poor decisions over the past six years. Now, Dr. Smith is having to make unpopular decisions, such as expanding class sizes this year and implementing last year’s layoffs, to correct past mistakes.

Our board should provide oversight for our community. We should engage with the community to develop a vision for our schools and establish priorities, which we will then ask the superintendent to implement on the board’s behalf.

Where has my opponent's leadership and accessibility been for the past six years?

 

6. Issues – please respond by April 3, 2025

What is the most important issue the board is currently facing? Why? What are your suggestions for addressing this issue?

Student Achievement is the most pressing concern. We have experienced a five-year decline in student performance. Among the 20 districts in Tarrant County, we rank 17th out of 20, with only 43% of our students performing at grade level. It is imperative that we halt this decline and take proactive steps to address the issue and enhance performance. My opponent has acknowledged that literacy rates are subpar and attempts to shift the focus to National Merit Scholars, which, although commendable, raises the question of whether these students' achievements are attributable to innate ability, supported by their parents, rather than the educational system. The vast majority of our students not only fail to achieve National Merit Scholar status but also demonstrate stagnant growth in fundamental subjects like mathematics and reading.

 

 

 

 

 

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1. Taxpayers' Dollars – please respond by February 29, 2024

Currently the AISD has the highest M&O rate of any ISD in Tarrant County. Staff has started budgeting for the paying of recapture (“Robin Hood”). How fiscally responsible should the board be with taxpayers' dollars and why? How high of a priority should fiscal responsibility be and why? What are your suggestions to be more fiscally responsible?

The State's recapture legislation is often perceived by taxpayers as being a school board’s fiscal responsibility. However, it should be noted that the school board does not have the authority to support or reject this law, and their only option is to lobby against it. 

 

2. Transgender – please respond by March 7, 2024

Which locker rooms/restrooms, etc., should transgender students be using? Should there be a District policy? Why or why not?

The district’s commitment to a safe and welcoming space, allows schools to proudly offer alternative facilities for transgender youth without compromising anyone else's comfort level. If circumstances arise where something more structured might benefit everyone involved, I know the district will create a policy at that time.

 

3. Teachers' Salaries – please respond by March 14, 2024

Is having the highest teachers' salaries in the north Texas area a good thing? Why or why not?

Having competitive salaries is important for teachers, however, it is crucial that we also prioritize our workplace culture. Studies have shown that people leave bad bosses not companies. As a result, it is imperative that we strive to enhance our workplace culture and make accountability a top priority in order to prevent negative experiences. While the principals already have professional development meetings throughout the year, we must also place a strong emphasis on improving the culture. In addition, providing resources for team-building activities before the start of the school year can help foster trust and collaboration among staff members. We must also ensure that our teachers have a voice and feel appreciated. To further promote a positive culture, we can seek assistance from companies like Partners in Leadership or BI Worldwide to improve employee engagement and retention.

 

4. Student Achievement Goals – please respond by March 21, 2024

The district has performance improvement plans where the goals are for less than 50% of the students meeting or exceeding grade level expectations on the state achievement assessments. Is this acceptable? Why or why not? What are your suggestions regarding student achievement goal plans?

Meeting Achievement goals are twofold. The role of the superintendent is critical when it comes to providing resources for educators so that students may meet academic objectives. Analyzing patterns and adapting instruction is essential to improving our scores across the board.

Parent involvement is also an important  factor. Parents must prioritize their child’s education by sending their children to school ready to learn. This means proper sleep, nutrition and helping with assigned homework. If there is a constraint, notifying the school, and strategically partnering with staff to utilize every resource, from tutoring to Saturday school to ensure their child’s success.

 

5. Communications – please respond by March 28, 2024

If you receive an e-mail from a constituent on an AISD issue and the constituent logically laid out and well documented the issue, will you respond to the constituent? Why or why not? What actions will you take?

The relationship between the district administration and its school boards is often complex; however, it must be built upon trustworthiness and accountability in order to best serve our communities. The Board has an obligation to not just work with one another but also engage actively with constituents who elected them so they understand issues facing their community. We need to prioritize transparency on the board. I don't appreciate the culture that if you don't ask the right question, you won't receive a straightforward answer. Instead of deflecting and answering only what was asked, we should strive for clarity and understanding.

 

6. Issues – please respond by April 4, 2024

What is the most important issue the board is currently facing? Why? What are your suggestions for addressing this issue?

Did not respond.