Five candidates are in the running for three seats on the Fountain Hills Unified School District Governing Board, including Karl Gaardsmoe, Wendy Barnard, Edith Stock, Judy Rutkowski and Robert Gomez.

The winners of the three board seats will begin their four-year terms on Jan. 1, 2015.

Leading up to the Nov. 4 election, these candidates are taking part in a Times series highlighting questions pertaining to FHUSD and its future.

For this week’s question, candidates were asked:

The FHUSD budget is always in flux. How would you prioritize district spending? If future cuts are needed, is there an area you would consider a “last resort?” Can anything be done to offset potential cuts?

Judy Rutkowski

The first priority for district spending should be what is most supportive of strong educational opportunity and achievement for our students. We need adequate funding for teachers’ salaries in order to attract and retain excellent teachers, and the materials/resources needed for the teachers to accomplish their responsibility, providing excellent instruction to their students.

If future cuts are needed, this area would be the last thing to cut. As a result of a recent court order, it is anticipated that state funding to schools will increase, so hopefully we will not find ourselves in the difficult situation of needing to cut essential budget items such as funding for the classroom.

I think a thorough review of the district’s budget would be a valuable means of identifying potential areas for cost savings. We should explore ways of increasing revenues without raising taxes.

There exists a system for Arizona taxpayers to direct a portion of their state income taxes directly to a school or a specific program in the school. Actively publicizing and promoting this program is a potential source of increased revenues and could be used to offset any cuts.

We should seek ways for local businesses to partner with the district and provide either services or financial support to our schools. A strong school system in Fountain Hills would be a positive influence for current homeowners and attract new families. This would, in turn, be good for business. It promises to be a win-win situation.

Edith Stock

Without question, the top priority for spending funds in the FHUSD is teacher salaries and benefits. Close behind teacher salaries would have to be classroom supplies, books, computers that provide what teachers/students need to get the best education.

Maintaining broad curricular offerings is also very important. Maintenance of facilities and all other support systems would fall below these items on my budget list.

So it follows that should cuts be necessary teacher salaries/benefits and classroom costs would be the most protected from any financial decline.

Administrative costs are an area that can be examined carefully to see where savings could be made. Expanding duties within administrative ranks is not an innovative move, but could ease costs.

Keeping the community informed of all the good things offered in our schools goes a long way towards showing how well funds are used. Taxpayers are eager to support all aspects of an outstanding program for their children. The new brochure offered by Fountain Hills High School is a fine example.

A continual grant writing effort could offset loss of funds in many areas. Having experienced keeping a food bank operating largely on grants I can appreciate the work involved in doing them, but education is worth the effort.

Wendy Barnard

The priority on district spending must be at the classroom level. Resources for teachers and students need to be protected above all else when a budget shortfall occurs.

We need to keep teacher-student ratios low, retain high quality teachers, and maintain a safe environment. Thankfully, we have a district in which the PTO raises money for teachers and the schools to offset some costs. For example, teachers get $200 per year for classroom supplies, schools and classrooms get thousands of dollars of books each year, and technology such as Smart Boards are paid for by fundraising efforts.

As a member of the Budget Advisory Team, a group of community members and teachers, I can say we combed through the finances looking for areas in which to balance the budget. Recommendations included decreasing administration costs, increasing teacher salaries, and finding ways to bring money into the district. Unfortunately, as many people hoped, we could not uncover a “smoking gun” that would be an easy cut to save the district the money it needed.

There are grants, both big and small, that could be sought after to offset potential cuts. Currently, no one has undertaken the task to search for grants and write applications to secure funding.

I would encourage the district to pull together interested citizens to work together on this task. Whether it is for a $5,000 grant for computers or a $500,000 grant for an educational program, these funds can be used to support our district.

Karl Gaardsmoe

I'm a strong voice for critical review of spending priorities. I've advocated for budgeting based on targeted percentage spending, modeling the operational areas of the Auditor General’s Performance Reports. I've firmly requested that all audits are posted on the District’s website after a full examination during a public meeting.

Since my involvement on the Budget Advisory Team, I've pressed for salary increases for teachers and classified staff – not administration.

Understanding education funding and budgeting is extremely challenging.

One cannot simply look at a budget and see “wasteful spending.” While reading an audit it is important to understand all of the underlying issues when assessing financial performance and operational efficiency. For five years I've carefully reviewed and analyzed our financials.

I sponsored research that, when presented, our bond advisers recommended a reduction in the amortization of our recent bond sale from 19 to 13 years, which will save taxpayers nearly $1 million in interest payments. I supported cutting $145,000 in administrative personnel costs; 7 percent lower than 2014.

As the only current board member and the only candidate with the expertise and financial background to effectively understand and critically analyze our spending and budgeting process, I ask for your vote.

Robert Gomez

The Fountain Hills Unified School District budget receives income from local property taxes, state and federal aid and miscellaneous funding. The budget is primarily used for salaries, classroom instruction and operation of plant and facility.

The majority of the budget expenditure should be related to students’ instruction and their associated needs. Expenditures should be related to class sizes, salary schedules, and instructional programs offered to enrich and prepare students for their future goals.

To review expenditures, examine each site budget by program with consideration of class sizes. In analyzing the budget expenditures in 2013, the amount spent for administration is almost 2.6 percent higher than the state average and of comparable districts.

Over time, consideration should be given to combining roles and services and lessening the expenditures in this given area.

Budget preparation should give priority to expected average class size with a percentage of the budget specified in order to retain a competitive teacher salary schedule. Declining enrollment will require fewer teachers and services in the future.

Half day kindergarten is financed by the state and local efforts must be addressed to finance full day programs. A sufficient variety of upper grade programs must not only be offered for AP students but also to meet the needs and interests of all students.

Arizona currently ranks at the bottom nationally for state funding of education. Remember, your annual donation to a local school may constitute a dollar for dollar state tax credit. Check with your tax preparer for details.