John McDonough Enters District 205 Race with Legal Background, Experience as a Moderator

• Candidate has provided a video, at right.
• Elmhurst District 205 Candidate: John D. McDonough
• Web site:  www.MCD205.com
• E-mail: john@MCD205.com
• Family: Wife, Jill; and children, Ryan (17), Justin (15), Marty (14) and Maggie (11)
• Education: bachelor of fine arts in art history, University of Illinois at Urbana-Champaign; juris doctor, University of Illinois College of Law
• Occupation: attorney
• Previous elected offices: none
• Applicable experience qualifying you for the position: As an attorney who has successfully negotiated real estate, construction and financing agreements for major municipal projects, I work collaboratively with a cross-functional team of professionals on a daily basis. My involvement in our schools is extensive, serving as Field School Committee coordinator for the 2006 referendum; past PTA School Board liaison; Field School Principal Interview Committee member; reading, Art Discovery and Science Olympiad volunteer. I accepted the role of moderator for a heated conflict resolution session in our church, plus coached and refereed soccer. I have the passion and track record demonstrating my commitment to this great community.

What is the primary reason you are running for this office?

I’m running for School Board because I believe my professional background, skills and genuine desire for progress will help provide a solid foundation for the future and restore stability and trust. When I care deeply about a cause, I pitch in and see things through to completion. I work hard to learn the issues and speak out in support of those whom I feel need a supportive voice. I sincerely hope that by being a constructive, collaborative and independent member of the board, I can be a positive force to help get us all where we want and need to go. 

What will be your priority if elected?

Immediately, I would work with fellow board members to devise new ways to improve dialogue with the public and other school stakeholders through regular and open forums to regularly gauge whether we’re meeting the needs of Elmhurst families.  This communications planning should include input from our teachers and staff, to help improve morale. I would advocate regular updating of our strategic plan with special attention to roll-out and implementation to ensure that we meet our goals for academic excellence. I would make sure that, in everything we do, we maintain adequate fund balances to avoid unnecessary borrowing and preserve our favorable bond rating, keeping us prepared for the unpredictable.

What sets you apart from the other candidates?

All candidates are admirable in their desire to step up to serve the public. I think the best candidates demonstrate a consistent record of prior school volunteering. I did not start serving to run but am running to serve.  For 10 years I have been highly active on behalf of Elmhurst education, whether knocking on doors for the school referendum, volunteering in the classroom, working with the PTA, or attending School Board and council meetings.  My community service with my legal background is a unique combination. Voters need to look at a candidate’s likelihood to think independently and be balanced and respectful of other opinions.

How long have you lived in Elmhurst?

My wife, Jill, lived in Elmhurst when we began dating back in 1988, and nearly a decade ago, we returned again as a family of six to make Elmhurst our home. We computed that, when the last of our children graduates from York, the McDonoughs will have cumulatively attended Elmhurst schools for a whopping half century.  Each one of our children continues to benefit from the excellent and caring teachers in our district. I feel we have set down deep roots in this community and it’s our responsibility to give back.

What's your favorite thing about Elmhurst District 205?

My favorite thing about Elmhurst is the people. Elmhurst is a home for both accomplished educators and passionate citizen contributors.  But education in Elmhurst is not just about seeking soaring accomplishments. It’s also about instilling values in our children. When I watch a state championship team assembled around the finish line, each member wildly cheering the last runner to finish strong, I know what this community is about. Working together, we can raise well-prepared, thriving students who are proud of their schools. Now is not the time for people to sit back, or worse, go behind closed doors.

What is the biggest problem in Elmhurst District 205?

According to respondents of the communitywide survey fielded for the superintendent search and those attending the focus groups, the number one challenge is this community’s lack of trust in the School District leadership. This problem became manifest at the Feb. 22 Board meeting with the York principal issue. 

Trust, and the lack of it, can deeply affect productivity and quality. District leaders must open up the dialogue, truly listen, be approachable and keep their promises.  This approach, along with a plan for early and meaningful public participation, should begin to restore broken trust. 

Do you think morale among teachers and staff is low, and if so, how, specifically, do you plan to improve it?

Yes, teachers point to principal turnover and some cite micromanagement. Both leave teachers and staff grasping for stability and empowerment. Since many of our strategies for improving achievement involve collaboration between professionals (e.g. Professional Learning Communities), we can also look to those strategies as a way of empowering teachers in the decisions that affect their ability to do their jobs. We should supplement these with best practices from business, such as 360-degree evaluation, so that empowerment is paired with accountability. 

Establishing a climate of mutual respect will do far more to improve morale than any single strategy.

Do you think District 205’s reputation has been eroded over the past couple of years? If so, what caused that and how, specifically, do you plan to improve it?

Last year’s improvement of our average ACT score by almost a full point is immediately appreciated by neighboring districts, along with real estate agents and prospective home buyers.  

Student achievement is on an upward trajectory; however, we should ensure that a higher percentage of students are deemed college-ready and our schools are recognized within our community as responsive in meeting the needs of ALL students.  Also, I’d advocate investing in technology, which not only enhances core curriculum performance, but better prepares our children to compete globally.

What “best practices” would you like to incorporate, either from previous District 205 administrators or from other school districts, to improve curriculum and student achievement?

One best practice is intensifying the data mining needed to monitor individual student growth and then using it to improve instruction. As a unit district we have an advantage since we can internally track our students from pre-kindergarten until their departure for college.  We can also vertically align our curricula for better transitioning and to build upon earlier grade learning, instead of simply “applying another coat of paint.”

The EEPRT process was a best practice which was successful in providing meaningful data for budget adjustments and also in providing early and meaningful community participation. Still, it requires some adjustments. 

Do you think the budget cuts are going to solve the district’s budget problems for the long term? What else can be done going forward to maintain a healthy budget?

Our current budget cuts can do little to solve the long-term problems because they are caused principally by the state’s failure to pay its bills and its maintenance of a school funding system that’s fundamentally flawed.

Because those matters are beyond our district’s control, we need to diligently pursue every tactic available for easing this problem. We need to maintain adequate fund balances to avoid unnecessary borrowing and preserve our favorable bond rating. We also need to cooperate with the city on local development strategies which produce “new growth” but do not reduce available school revenues.