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Updated: August 4, 2011 4:20PM

Three seats on the District 203 Board of Education are up for election April 5. The five candidates are incumbents Suzyn Price, Mike Jaensch and Terry Fielden. Also running are Bethany Weeks and John Fisher. The following are their reasons for getting into the race and what they hope to bring to the board.

Terry Fielden

Hometown: Naperville

Age: 48

Occupation:

Senior project executive, LEED AP BD+C, Gilbane Building Company

Family: Married 17 years with three children.

Background: Includes bachelor’s degree in construction management, Purdue University; chairman of the D203 Facilities Committee; associate member Illinois Association of School Business Officials; served as board liaison to the district Finance Committee; member of the DuPage Regional Office of Education Anti-Bullying Task Force; board liaison to the Naperville Education Foundation; Leadership in Energy and Environmental Design accredited professional who conducts classroom learning events on LEED to promote green initiatives and water conservation; member of the Leadership Committee for the DuPage Illinois Association of School Boards; associate member of the Illinois Association of School Business Officials.

1. Why are you running for the school board?

I see my role on the board as an advocate for the educational needs of our students. I will continue to provide solid and focused board leadership in collaboration with the administration and parents. I will advocate for our students, making any necessary adjustments that will honor our commitment to their educational needs. I want to ensure that relocating families continue to regard Naperville as a community that values and promotes financially affordable public education. District 203 is respected and renowned in the state for the care and excellence in which we deliver education to our children. A personal motivation of mine is to help ensure the completion of NCHS as well as the balance of the work under “Build the Future.”

2. As an incumbent, what have you accomplished?

I have strongly supported the implementation of the Bridge School that serves as an alternative to expulsion for students. I served on the superintendent’s Finance Committee, helping to establish the rationale and protocol for the long-term development of the budget. I established the Board Facilities Subcommittee which oversaw the renovation of Naperville Central, Mill Street School and Naperville North. This subcommittee provided invaluable service for the delivery of the facilities programs. I also participated as board liaison for the design of key educational functions at NCHS. I led the effort to resolve the labor strike at NCHS with the establishment of the Project Labor Agreement ensuring that NCHS opened on time.

3. What are some of your goals?

The top priority has to be the continued maintenance of the positive budget. I will continue to work to maintain a solid financial rating. The budget has been trimmed and will continue to need refinement without affecting the education. I am focused on reducing costs at the school level by seeking a more corporate standard of expenditures against specific budget line items. I also would like to review and better consolidate district storage facilities. I want to see a strong focus on increasing the use of technology at the high school level and equalization of technology at the K-8 levels. My concern is to help provide a computer to all our students. There already have been strides made by negotiating discounted rates with major computer manufacturers. Future boards need to remain committed to finding the correct combination of funding and programs. We also need to continuously adjust the rigor of our Internet safety programs. I would like to see an increase in focus on teaching the potential harm that social media mistakes can create in the lives of our children.

4. What would you like to say about the district’s financial health?

The current financial health in District 203 is among the best in the state. Our Triple A bond rating has helped us borrow money for the facilities program at a reduced rate and attracted solid financial investors who know we are secure. Our facilities program was funded in large part from operational dollars because we have staff with the ability to prudently manage and conserve maintenance expenditures. We have established a citizen’s financial review committee that offers insight on best managing the risks associated with our economy. We continually review our expenditures to seek areas where costs can be reduced. Projections indicate a positive balance into future years coupled with a very strong reserve. We arrived at this point by monitoring expenditures and making reductions that affect the delivery of education. We will maintain this position only by continually reviewing expenditures and actively further reducing costs.

5. How would you assess the performance of Superintendent Mark Mitrovich?

I am very pleased with the performance of Mark. Mark has performed the job that I had envisioned during his interview process. I see Mark as a leader who has the vision to improve our educational excellence. Mark also sees District 203’s educational excellence as a resource that should be shared into the broader spectrum of the state’s school districts. Mark has undertaken several key tasks that he committed to address: finding a new technology leader to help improve student performance, reviewed our special education services for improvement, made several key changes in administrative positions to help with human resources and overall district management, and is heightening his focus on overall district expenditures. He also has been instrumental in helping improve the selection of outside training for our teachers.

John J. Fisher Jr.

Hometown: Lisle

Age: 43

Family: Married 18 years to Jill, sons Jacob, 10, and Alex, 8.

Occupation: A stay-at-home dad for seven years.

Background: Includes 15 years as Lisle Township precinct committeeman, former Lisle Park District soccer coach, former legislative assistant for Judy Biggert, current trustee for Lisle-Woodridge Fire Protection District, current secretary/treasurer of the board of directors of DuPage Public Communications Inc., Sunday school teacher at Grace United Methodist Church.

1. Why are you running for the school board?

I believe in giving back to the community, and this was instilled by my parents. My mother served on our school board in Connecticut and then, after we moved to Illinois, served on the school board in Barrington. I have been active in my children’s education, serving as treasurer of the Steeple Run Elementary Home and School, teaching Junior Achievement in their second grade classrooms and serving as treasurer of STAGE (Supporters of Talented and Gifted Education). I have addressed the school board twice on issues of class size and elementary enrichment. I can help lead the district through these tough financial times by focusing on using our resources wisely and in ways that beneficially affect the classroom.

2. What do you think you can contribute?

I will bring new ideas based on my 11 years of experience on the boards of the Lisle-Woodridge Fire District and DU-COMM. I believe I would be the only member with training in the law and government. I have a strong educational background with degrees from Cornell and George Washington University Law School, where I was on the Law Review. As Dr. Mitrovich notes, the district is burdened with many unfunded mandates from the state and federal government. Also, the state and federal government are increasingly driving change at the local school level (see Race to the Top for example). With my background in governmental affairs and contacts with elected officials, (I served as Judy Biggert’s legislative assistant when she served in Springfield) I can help the board take a more proactive stance on legislative matters.

3. What are some of your goals?

First, projections show a deficit by 2015. The district needs to match expenses to revenues, and ensure deficit spending is avoided. Second, I believe the district needs to look at creating a two-tier class size policy. I believe kindergarten through second grade should have smaller class sizes than the older grades. Hopefully, with the declining enrollment, this can be done without much additional cost. Third, sometimes it seems like the district makes a decision and then seeks input. I would strive to assure I receive input from all affected stakeholders before making important decisions. Lastly, the second time I addressed the board was regarding a plan that would have eliminated half of the elementary enrichment assistants. That plan was changed. I see myself as a voice for protecting programs for the gifted in the district. My experience in advocacy for gifted programs also makes me more sensitive to the needs of the special ed community.

4. What would you like to say about the district’s financial health?

District 203 is in better financial health than other districts because it gets a smaller proportion of its budget from the state. Illinois’ fiscal disaster has delayed and reduced payments forcing other districts to lay off staff and cut programs. The reliance on local property taxes has allowed District 203 to avoid layoffs. However, the reliance on property taxes mandates the district ask only for what it needs and spend every dime wisely. The district’s projections show deficit spending starting in 2015. All stakeholders will need to work together to ensure that does not occur.

5. How would you assess the performance of Superintendent Mark Mitrovich?

From my discussions with him and attending school board meetings, I have been very impressed with him as a person and as an administrator. He has hired talented people from the private sector who are bringing innovative ideas into the public sector. As the special education consultants report indicated, he is not afraid to constantly look for ways to improve a very good school district.

Mike Jaensch

Hometown: Naperville

Age: 51

Family:

Wife, Rebekah, children Elizabeth, 20, and Alan, 18.

Occupation: American Airlines pilot

Background: Includes president of the District 203 Board of Education since 2009, board member since 2007; served on District 203 Finance and Facilities Committee, Elementary Foreign Language Committee and School-Family-Community Partnership.

1. Why are you running for school board?

I have always felt the education of our youth is the most important thing we do as a society. No matter the community’s size, the quality of education determines the success of that community. On the local level, well-educated children produce young adults who tend to make more responsible choices and become community contributors. This leads to a safe and successful community as these students become productive members and hopefully continue the cycle. I have dedicated my community involvement to development of our youth, whether that is by managing swim teams, coaching, refereeing or being involved in our schools. I have been a volunteer and participant in our schools since we moved to Naperville 10 years ago, and my service to our community has culminated in my service on the school board.

2. As an incumbent, what have you accomplished?

First, we hired Mark Mitrovich. I was looking for someone who had the vision to take this district to the next level, and we found that person in Mark. Second, we successfully negotiated contracts with all four unions. It wasn’t that long ago labor relations were contentious and a strike was a continuous threat. Now we move forward working together for the benefit of the students. Third, we are rapidly drawing to a close on seven major construction projects approved in the 2009 referendum, and we are still under budget and ahead of schedule. And all this while maneuvering through a labor strike that could have crippled our largest project — Naperville Central. Fourth, we have maintained or improved just about every metric we have any control over. Test scores are consistently at the top of the state rankings, but we are striving to improve them. The high school Chinese program we installed is flourishing, as is the immersion Spanish program. We have done this while maintaining balanced budgets. We have maintained our reserves, have a AAA bond rating and forecast balanced budgets for as long as we can reasonably forecast.

3. What are some of your goals?

Maintain the fiscal discipline that has served us well these past four years. Improve teacher performance through improved mentoring, training and improved evaluations process. Reduce class sizes at the K-2 level. Start a Chinese immersion program.

4 What would you like to say about the district’s financial health?

I think we can be very proud of our district’s financial health. We have successfully balanced the interests of all stakeholders, including taxpayers, where we can now forecast balanced budgets at least five years out, and through the end of the decade if the state gets its act together.

5. How would you assess the performance of Superintendent Mark Mitrovich?

In a word, outstanding. He has brought the educational leadership and vision we were looking for along with a keen business sense that is allowing us to gradually reorganize and streamline our organization while improving communication and flexibility.

Suzyn Price

Hometown: Naperville

Age: 43

Family:

Married 18 years to Derke Price. Children Nick, 15, Annie, 12.

Occupation: Vice president for advancement at Illinois Mathematics and Science Academy. Previously worked as director of grants at North Central College.

Background: Running for a third term as a District 203 board member, served as president from 2007-2009, sat on several state legislative education committees, served on the governing board of the Cathedral of St. James in Chicago, was a member of the Naperville Education Foundation, past president of the Saybrook Garden Club. Serves on several professional committees and associations.

1. Why are you running for the school board?

I am the most experienced board member. I am in education professionally and have worked in early childhood and higher education. My husband and I have firsthand experience with the district’s reading intervention and enrichment programs. We have attended conferences, open houses and orientations and have volunteered at school events and field trips. I know this district from the inside out — both my mother and mother-in-law are retirees in this district — and I hear their concerns. I seek a third term to provide the insight, knowledge and experience, as well as a vision for a school district that meets the needs of every student and adds value to the community.

2. As an incumbent, what have you accomplished?

I was very involved in the search process for Superintendent Mark Mitrovich and the leadership team to interview and hire him. I was part of the facilities review process, from planning through the construction process and now near completion of the largest set of projects in District 203 history — the renovation of Naperville Central High School and the construction of the Ann Reid Early Childhood Center. We’ve also completed Mill Street School, new synthetic fields at Central and North, the pool at Naperville North and the safety upgrades for Washington Junior High School and Prairie and Ranch View elementary schools. We have upheld all of the promises of the 2008 facilities referendum and the projects have come in on time and under budget. District 203 is financially secure. This has been accomplished through prudent financial management, fair and reasonable contracts and conservative implementation and management of programs. I have been part of teams that successfully negotiated contracts with teachers, maintenance staff, support staff and transportation staff. Our spending per pupil is only $22 higher than the state average (2010) and our tax rate remains below our neighbors’ and well below that of peer districts. District 203 is academically sound.

3. What are some of your goals?

One of the promises of the facilities referendum was that money saved in the upkeep of Naperville Central would result in needed improvements at the rest of our schools. I will make sure that happens. We have an excellent information technology group creating an interactive system that allows parents, students and teachers to communicate. I’d like to see District 203 make more advances in educational technology. As part of the last teachers’ contract, we established a committee of teachers and administrators to discuss performance-based evaluation and continuing education for teachers to define what kind of performance and continuing education are worthy of recognition on the pay scale. Performance-based evaluation requirements may be included in any federal education reform in coming years.

4. What would you like to say about the district’s financial health?

We remain fiscally robust. The last two years, we abated the tax for our construction bonds and may continue to do so. We’ve negotiated reasonable contracts with our bargaining units that have kept our budgets within our revenues. The most recent teachers’ contract froze wages for the first year of the three-year contract. Our budget was balanced this year, and forecasts indicate it will be balanced for the next five years. We’ve done this with the sound advice of the superintendent’s finance committee, made up of a group of volunteers who come with invaluable financial experience and with the supervision of our assistant superintendent for finance.

5. How would you assess the performance of Superintendent Mark Mitrovich?

Mark has brought so many strengths to the district. He is a different leader than Alan Leis, who was different from Don Weber before him. We were initially intrigued by his business experience. He had left education to start and oversee a technology company and did that for 10 years. That understanding of a business perspective has allowed him to build relationships with our partners and community that demonstrate our understanding of their concerns and interests. Mark has done a terrific job of addressing the district’s needs with a systems perspective, rather than a single issue here or there. This has resulted in improved efficiencies in several areas of the district.

Bethany Weeks

Hometown: Naperville

Age: 26

Occupation: Teacher’s aide in K-2 special needs classroom in School District 204

Family: Daughter of current District 203 board member Dave Weeks, single with no children, but plans to send future children to District 203 schools.

Background: Naperville North High School graduate, bachelor’s degree in political science and psychology from Hope College, completed a year at Chicago-Kent College of Law and will earn master’s degree in industrial/organizational psychology from Elmhurst College in May, involved in student government in high school and college, worked on George W. Bush’s campaign in 2004, Young Life volunteer leader.

1. Why are you running for the school board?

Born and raised in Naperville, I am determined to afford my future children the same great education I received by ensuring that the district is financially stable in 10 and 15 years. The only way to do this is to control labor costs and pass budgets that are balanced for at least five years — two things the current board is unable or unwilling to do. At first, because I’m not 50 and don’t have kids in the district yet, I didn’t even consider myself as a candidate until I couldn’t find anyone else who would represent my views. If I wasn’t running, there would be one candidate I would support — meaning that, at best, two incumbents and one other candidate could get elected. I realized that my age and lack of children are actually strengths as it is a demographic currently not represented.

2. What do you think you can contribute to the board?

All of the current board members are in their 40s or 50s, and most have children either in the district or that just graduated. While this is an important, needed perspective, having all seven members from the same generation is not representative of the community. I am able to relate to the young families and new teachers who are around my age and have a long-term focus, as opposed to wanting to spend money now because my children are currently in the district. Sixty-six percent of taxpayers do not have children in the district, and I want to represent them.

3. What are some of your goals?

My main goal is aggressive fiscal responsibility. The current budget automatically assumes a maximum increase in taxes every year. I don’t think this is what the taxpayer wants. I don’t want to rely on maximum tax increases, and I will therefore seek ways to control labor costs, which account for 80 percent of the district’s budget. Another goal is to add diversity in thinking to the board. Lack of diversity creates short-sightedness, which will be detrimental to the future. I will add the fresh perspective of long-term planning which will, in turn, result in fiscal responsibility. I am committed to making sure that in 20 years we continue to have quality schools without having taxes so high that people cannot afford to live here.

4. What would you like to say about the financial health of the district?

The current budget projects razor-thin margins in three to four years and deficit spending after that, even with the forecasted maximum tax increases. The board seems unconcerned. Because it appears that the Naperville Central project will come in about $7 million under budget due to the competitive bid environment, they took it upon themselves to expand upon the projects at North, Prairie and Ranchview beyond what they said they were going to do in the referendum documents — even with the bleak budget projections. It comes down to the attitude that they have toward money. The current board has consistently demonstrated that if there is a dollar on the table, they will find a way to spend it, coupled with an attitude of “we know better than the community, so why ask them?”

5. How would you assess the performance of Superintendent Mark Mitrovich?

Seeing as I am not an incumbent, I have not had much professional interaction with Mark. However, I know he is very heavily involved in the community, which is important in assessing the needs of the taxpayers. From the times that I have interacted with him and from what I hear from everyone I talk to, he is a great communicator and very personable.