Prosser City Council and Prosser School District Positions
We worked with community members to come up with three questions each for the Prosser District School Board Candidates and the Prosser City Council candidates, in lieu of a public forum due to concerns regarding the DELTA variant of Covid-19.
Below are the questions in bold, and the responses by each candidate that chose to respond. Responses are alphabetical by candidate last name.
Thank you to the candidates for participating and answering these questions. AN IMPORTANT UPDATE AS OF NOV. 1, 2021 - We asked the Prosser School District for a firm count on unenrolled district students. We pulled the '100' number from a board meeting in July. PSD just responded to us today: there are currently 235 students enrolled elsewhere.
SCHOOL BOARD: We received responses from all candidates.
Nearly 100** students who live in the Prosser School District are currently attending school in other districts. What is your understanding of the reasons parents are enrolling children in other school districts, what are the solutions to bringing those students back to PSD, and what is a fair timeline to implement solutions that will convince parents to re-enroll their children in Prosser schools?
Cole, Jesalyn, District #3 - Districts nationwide saw an enrollment drop during the pandemic. Enrollment declines affected large and small, rich and poor, urban and rural areas alike. Statewide, schools experienced a 3% decline. However, districts with higher numbers of ELL and Free and Reduced lunch saw greater declines of 5-6%. Although there are many factors to consider, the Prosser School Board has attributed some of the declines to the lack of childcare options, some parents delaying the start of Kindergarten, individuals feeling disenfranchised with mask mandates, and those that are fearful of COVID-19 itself with no shot available to those under 12. I am proud of the Prosser School Districts' efforts to equip classrooms with remote learning opportunities, for providing every student with a Chromebook, for providing internet hotspots early on, for adopting safety procedures to protect our students and staff, and for allowing buildings to reopen for in-person classes.
While nearly 100 students that live in Prosser School District boundaries are currently either being homeschooled or attending school in other districts, that is the choice of the parents, who are free to make that choice for themselves and factor in what is best for their family, their commute, their beliefs, and their schedules. For myself, I am proud to send my daughters to Prosser schools and am confident in the instruction and educational opportunities they receive. Our schools operate under detailed school improvement plans that are regularly updated and changed as needed.
Prosser is poised to experience a significant bump in housing construction, and as a district, we are expecting that overall enrollment will increase in the coming years. As a final note, and while every district is unique, if you look at neighboring districts including Sunnyside, Grandview, and Kiona Benton you will see not dissimilar declining enrollment over the last 3-4 years.
Miller, Adrianna, District #4 - Deciding to change districts from your home district is not an easy decision, and one each of those families made for different reasons. In my discussions with dozens of families over the last few years,several themes kept popping up: students’ needs and mistrust of the district based on its’ failures to plan and communicate.
I don’t believe that Prosser School District intends to disenfranchise families, but is disorganized and “not all on the same page,” as well as not community oriented. When taken in pieces and chunks, little pieces eventually become overwhelming, and this is what turns families away.
As a school board member, my top priorities would be to make school board decisions as transparent as possible and encourage communication and dialogue with the community. I also believe the board would have to study student data, and create goals for students and the district based on that data. It would have to partner with admin that are dedicated to winning those students back, and retaining them through a multipronged, and cohesive effort to increase communication to all district shareholders - staff, students, and families; and rigorous and quality curriculum. The rest is up to the District and its employees.
Rainer, Jason, District #4 - I’m sure each family has different reasons for sending their children to other districts like education quality, district policies, classroom size, personal beliefs etc., but it wasn’t always this way. PSD used to be a school parents wanted to send their kids to until recently. I believe it starts with the teachers and staff, those who have the boots on the ground and then talk with the parents who are making that decision. My kids have and will attend Prosser schools K-12. My opponent sends her kids to another district and should be able to answer this question, better than I can, as to why parents send their kids to other districts.
Riley, Elisa, District #3 - Convincing families to bring their children back into the Prosser School District will take a concerted effort by the District. Their children are comfortable in their current schools, have friends, and have an established routine. Prosser will need to show improvement in communication, curriculum, extracurricular activities, intervention specialist, and safety.
Many families that have left the District expressed frustration with the lack of communication, from within their children’s classrooms, from the individual schools and from the district. Messages are vague, untimely, and not always delivered in the same medium (sometimes email, sometimes social media, sometimes a letter home). Families report not feeling heard when they express concerns to the Board or Superintendent, as they receive no response. Emails go unanswered, or a standardized “thank you for your interest” is given with no help.
I hear from Parents that Prosser has “great teachers, terrible curriculum.” Concerns range from a failed elementary reading curriculum that does not use letter sounds to teach reading, or incorporate any spelling tests, at the elementary level; lack of algebra or science class with labs at the middle school; to lack of higher math, physical science, or physics in the high school. Students needing Dyslexia screening/services, students needing special education services, and students with Individual Education Plans (IEP) do not receive needed services at the necessary level. These are all reasons families have left the Prosser School District.
The 2019 Washington State Report Card for the Prosser School District (the most recent information available) on the Office of Superintendent of Public Instruction (OPSI) reflects these shortcomings: Prosser is failing in each category Math (35%) Science (37%) and English Language Arts (45%). After the Covid delay in instruction, it is expected that these scores will decline.
Many parents have expressed frustration with a lack of extracurricular activities as a reason for leaving the District. At the elementary level, Keene Riverview has music, Heights has art. But not both at each school. The District eliminated Librarians at each school, and have not made funding new circulation books a priority. The Camp Wooten Fifth Grade experience ended. Families started looking at schools with programs and experiences for their children that are no longer offered in the Prosser School District.
Many parents chose to leave the District due to the District’s response to Covid-19. Prosser had no ability to institute remote learning in March 2020. Students were sent home and the District had no plan. When the District received Covid grant money to purchase Chromebooks for every student, there was no cohesive plan in the District as to how teachers would teach virtually. Some families had no internet, and the promised hot spots were never delivered. As other districts returned to school in the Fall of 2020, Prosser remained online through April, and then rushed the return to school with minimal notice to families, or teachers. Many families left the District and enrolled their children in Districts providing in-person learning (Paterson/Bickleton/Grandview/ Sunnyside/Sunnyside Christian/St. Joseph’s/Christ the King). Other families did not agree with the mask mandate and kept their children home.
The District should immediately reach out to each family that has left. An emailed survey will not suffice. Phone calls, letters, personal outreach to ask the question, “Why did you choose to remove your student from the District, and what would it take to return to the Prosser School District?” Based on those answers the District needs to take the criticism to heart, and start making a list as to what changes are feasible. A committee consisting of current Prosser administrators, teachers, and family members who left the District should be formed to start a conversation, and formulate a plan. Families are not coming back quickly, but perhaps a plan to recapture the students at the middle school, or high school transition is possible.
What immediate actions would you propose to rectify PSD's budget shortfall?
Cole - Prosser School District has a projected budget shortfall of about 4% of budget or $1.6M of expenses over revenues. As some may know, the State of Washington provides a certain dollar amount per student enrolled in PSD. Despite strides made by the legislature in addressing the McLeary decision in 2018 and the phased rollout of revised formulas, it is still not enough money to properly educate our community's children. This is not up to the discretion of the board, all that we can do is to continue to advocate with our state government to increase public funding of education and to make sound financial decisions within our own district.
In regards to immediate actions that I would propose to rectify PSD's budget shortfall, we look at ALL of the options as a board when considering how to balance the budget forecast (which is just that, a forecast of the future and can change). 80-82% of district costs are personnel and due to the high number of experienced teachers on staff in our district our salaries on average are higher than state funding models fully compensate us for. We have also kept our average class sizes smaller than the state budgets for with an average of 18 (the same as Grandview, Sunnyside is 19, Richland is 15, Pasco is 22). In the short term, we will look at those who may be retiring and any impacts to budget, we will look at compensation of personnel in other areas, and we will look at extra-curricular expenditures. We will look at everything with great care knowing that while running a deficit is not sustainable, it is correctable. Further, that we have the reserve funds available to ensure minimal disruptions to programs.
Miller - Unfortunately, I don’t think there is a silver bullet that will fix the district’s budget. The board is going to have to re-evaluate the district’s vision and mission, and work with the CFO to create a budget that aligns with the district’s vision and mission.
Creating a district that is communicative and transparent, has rigorous and quality curriculum, a safe learning environment, and dedicated staff will attract current families back to the district, as well as new families to the many new housing developments planned for Prosser. This will bring in hundreds of thousands of dollars to the district to help propel us into the next chapter of Prosser education.
Rainer - Like I mentioned in my statement for the voter’s pamphlet, we first need to do a financial audit on all departments. We need to know where district money is going. I still find it hard to imagine the district costs $43 million to run and manage. At an estimated $8,000/student in funding if the nearly 100 kids came back to Prosser schools that’s an additional $800,000 into the PSD budget. If we can bring those students back and get those additional dollars as well as finding out where our money is going the district could limit investment into sub-contractors and work on employee retention efforts.
Riley - Immediately, an audit needs to take place. Somehow, Prosser needs to do the job of educating its students with $1.3 million dollars less for the 2021-2022 school year. The District estimates the deficit will grow up to $3.4 million dollars from the general education fund over four years. Unnecessary spending must be curbed, cost-savings solutions applied, and difficult decisions will be necessary to reduce expenditures. Any possible grant money should be sought after, and a committee to re-brand the District’s image within the community will be necessary before any maintenance and operation levies can be expected to pass.
National studies have shown that armed guards do not end gun violence in schools and that the presence of armed guards increases students’ fear. What approach would you propose to protect students' physical and mental safety in Prosser schools?
Cole - As a board member, and as a parent of two children that currently attend the district, I take the safety and security of our students very seriously. After carefully reviewing the studies that I believe this question is based on, there is not enough data to support that armed security guards do not have an effect on violence and crime. Further, while I personally very much supported the work of our recent School Resource Officer (SRO), those same national studies being mentioned do show that School Resource Officers (SRO's) can have a detrimental effect on student perception and increase the number of charges brought against students when compared against armed security employed by a district.
We live in an area where it is relatively easy for youth to gain access to firearms. Mass school shootings and gang violence are a modern phenomenon with devastating consequences. The presence of armed security at each school drastically decreases response times especially in the case of Whitstran Elementary. It also provides some deterrent to those who might seek to cause harm. These security employees do a fantastic job of working with our students. There must be a balanced approach to protecting students' physical and mental safety at PSD. Taking no action, not being prepared, and sticking our heads in the sand is not an acceptable response on any front.
Miller - The first part of any discipline plan is prevention. The school district should focus on creating positive relationships with students throughout that student’s educational career. When I taught in Outlook, we started each day with Morning Meeting. Each student was greeted by name, and we did a learning or relationship building activity every single day. This daily activity helped foster student to student relationships, and student to teacher relationships. I learned so much about my students and their lives, that I became a better teacher because I could relate to them, their families, and lives. Studies show that when students feel safe, protected, and cared for, their learning and test scores improve! This kind of relationship building need not be confined to elementary schools, but can also be implemented at the secondary levels, where it’s even more necessary. Each of our students should have a trusted adult they know will support and care for them.
Next, the district needs to create a research based de-escalation policy that all staff members are trained on and familiar with. It will be safer for all staff and students if staff know how to de-escalate potentially dangerous situations.
Finally, the district’s Use of Force Policy needs to comply with state law. It should contain the de-escalation policy, as well as the Use of Force Policy, that should include an emphasis on non lethal use of force, which is currently not included.
Rainer - First off, for every “National Study” against I’m sure there are “National Studies” for armed guards so I believe this is a community and school district policy discussion. PSD security team are trained and highly qualified individuals there to protect our staff and students. I would support PSD staff who are concealed weapons holders and are certified, with proper and ongoing training, to carry weapons as well. Guns are a tool and a deterrent for any potential violence against staff or students which we hope and pray never happen in our community. Educational opportunities for students, parents and staff would help comfort any fears, for most, related to guns. However, we need to ask why is this even a threat? We need to go down to the source, mental illness. We need to support more mental awareness within our schools. This includes parents, students and teachers. Talking about “gun violence” is just a band aid over the root cause issue.
Riley - I think the most practical way to secure the safety of students is a combination of reinstating the School Resource Officer (SRO) position within the District, the use of contracted security guards, and the availability of mental health services for students.
The SRO position is an active duty Prosser Police Officer. The everyday presence of an officer in the schools provides an opportunity for positive relationships between students and law enforcement to develop. Contracted security officers would provide support to the SRO. These positions act as the eyes and ears throughout the District. The District needs to limit its liability in the event of a minor incident, or catastrophic event, by not using in-house security officers.
After two academic years out of the school setting due to Covid-19, students need mental health resources. Many districts have used Covid Grant money to expand mental health services by hiring counselors (Grandview/Sunnyside/Richland), providing mental health awareness speakers (Grandview), or funding additional mental health services through community organizations. I would like to see the Prosser School District offer similar services, and start conversations regarding mental health awareness in age-appropriate ways at every grade level.
CITY COUNCIL: We received responses from 3 of the 6 candidates
What are the top two challenges facing the City of Prosser and how will you propose to solve them?
Aubrey, Don, Position #1 - Growth is a major concern. We have to make sure we have adequate utilities in place to service new growth. 2 We have to keep our downtown vibrant to ensure survival of downtown business. The downtown area is our core and I support keeping city hall and the police in town.
Jones, Catherine, Position #1 - A challenge facing the city is that the demographics of our government official don’t fully represent the population of Prosser. Because of this the complete needs and concerns of all citizens are potentially not fully considered as City Government is making decisions on taxes, budgets, resolutions, police, parks, facilities, etc.
A second challenge facing the city is the current disconnect between the average citizen of Prosser and the happenings of City government. Both challenges could be solved by an increase in communication. Better communication in regards to when City Council meetings are happening and how to attend in them. Better communication in regards to what is discussed at City Council meetings. Better communication on how to be a part of different boards and commissions run by the City and/or other organizations within Prosser, etc.
Sanchez, Maricela, Position #2 - Affordable Housing The cost of housing has skyrocketed in our region. The median listing price for homes in Prosser is currently $358K (source: Realtor.com), and median household income is $50K. A standard rule for lenders is that the cost of a home should not exceed 2.5 times one’s annual income. For the average Prosser resident, there are almost no homes available within that recommended price range.
A contributing factor to this affordability crisis is that we have not built enough housing supply to keep up with the demand. Prosser is now ramping up efforts to build more homes, and adding several large subdivisions in an effort to meet the need for housing. Many of the proposed subdivisions will feature larger homes starting in the $300K price range, contributing to the overall supply of homes but not to affordability for existing residents. Most of our new subdivisions will be located in remote locations, separated from the town by high speed roadways like Hwy 22 and I-82 which makes it impossible for children to walk to school. This is in direct contradiction to our city’s Comprehensive Plan goals, which state that residents will have access to walking and cycling trails to safely connect to important amenities like shops, parks, and schools.
Prosser must build a greater variety of homes to meet the needs of people who live here, and we must build them where they are needed most: in the town. We need to look carefully at vacant and underutilized lots located within the city, and aim to facilitate the highest and best use for these properties. This will serve our residents by helping to locate families near existing amenities, and will save money for all taxpayers. Building homes where infrastructure already exists is far less expensive than extending city infrastructure to new and distant locations. I grew up in an 800 square foot home in the heart of Prosser, built in 1910. The central location of this home offered enormous opportunities for me as a child: I could participate in extracurricular activities, I learned to swim because I had access to the public pool, and I developed independence by walking myself to work opportunities downtown. I want other children to experience this level of opportunity and freedom, and I want their parents to have access to homeownership at price levels that are reasonable for their family. Sprawl and Loss of Community Heritage Prosser is an agricultural community. Our uniquely rich volcanic soil produces an amazing selection of fresh produce that is famous worldwide. We have an obligation to treat our land as a precious resource, and not squander it by building urban sprawl. Urban sprawl is characterized by low-density, single-use zoning and is associated with greater pollution, higher traffic congestion, and a loss of community cohesiveness. The cost of maintaining municipal infrastructure for low-density uses is significantly higher compared to a traditional Main Street model. Our historic downtown deserves our appreciation and care. In an age when so many cities have abandoned their downtown cores in favor of strip malls and national chains, Prosser has stood strong as an outlier. Visitors recognize the unique charm of our small town, and this entices people to come and explore our beautiful community. We must respect and celebrate the history of Prosser by preserving and restoring structures and amenities that are an important part of our community’s heritage. As we enter an era of online retail and dying shopping centers, preserving a true sense of place offers a real competitive advantage in today’s changing marketplace.
Given that the City’s population is approximately 46% Hispanic/Latinx and 2% each Black or African American, American Indian and Alaska Native, and Asian, what steps should council and the mayor take to increase diversity among Prosser’s council-appointed boards and commissions to fairly reflect our population?
Aubrey - The City does not have districts for representation so anyone with six months residency can run for an open office or appointment to a vacancy. I encourage everyone to volunteer and make their interest known to serve on boards and committees. The only requirement is to step up and be willing to do the job.
Jones - All of the boards and commissions referred to in this question are filled by volunteers. We unfortunately live in a time where volunteering is not a priority. I would like to see the City be proactive in fostering interest in City government by partnering with the high school and starting an internship program. This internship program could be open to all students who are interested in how the City’s government works. Additionally, seniors at Prosser High School must take a class in Civics, I would like to encourage the teacher(s) to include a requirement that students attend at least one City Council meeting during that trimester. I believe that by taking steps such as these to encourage the younger generation to be engaged with local government, that overtime the people willing and able to volunteer will better reflect the population diversity of Prosser.
Sanchez - For our town to thrive, it is important that people feel engaged and welcome in their own community. If a group of people is consistently omitted from the decision-making process, this breeds resentment or apathy.
In the words of our current mayor from his Proclamation on Inclusiveness and Public Safety dated July 28, 2020: “Prosser’s vibrancy and sense of community is stronger for its diversity and shared values of acceptance and respect.” When a member of a less-represented group within our community steps forward with interest to serve in a local commission or for public office, I would encourage current city leaders to, at the very least, not actively campaign against them. Recognize the opportunity to reach out to more members of the community and create a stronger Prosser.
As the City pursues/approves development beyond its current service area, this places a burden on our Fire District and water availability. What should the City’s approach be to paying for water in new developments without asking taxpayers of properties that are not benefitting to assume this burden?
Aubrey - It is my understanding that when a developer purchases and make plans that they are responsible for getting lots ready. This would include paying for pipes for water, electric service to homes, streets and curbing. I'm sure they pass part of this cost on in the purchase price for home buyers. When residents take possession of their new home, at that point they start paying for their water service. Then they are responsible for water from the curb to their home.
Jones - As developers approach the city with interest to create housing options, they are requested to bring with them additional water rights to support the new development(s). This approach tends to be successful at removing the financial burden from the current citizens of Prosser for ensuring water availability as new housing developments are built.
In situations where the City needs to purchase additional water rights or fund the installation of water lines, I don’t see this as a burden to tax payers. The reason why we pay water taxes is so that water can be brought to Prosser, ensured that it is safe to either consume, use as irrigation, or in manufacturing, and then distributed to where it is needed across the town. As new developments are built in Prosser, this allows for young adult citizens that currently live with their parents to move out on their own and allows for new people or families to move into Prosser. In both situations, these changes increase the tax base and help replenish the funds used.
Sanchez - “If your house roof has a leak, you fix the roof. You do not ignore the roof and build a new addition to the house.”
The real costs of ongoing maintenance for municipal infrastructure are often obscure to taxpayers. When a new development is added to a city, the immediate benefits are seen as a quick infusion of cash to the city. The developer handles the INITIAL costs of establishing the desired infrastructure, and so the city sees a short term boost in tax revenue without incurring much in liabilities. However, the city is responsible for the LONG TERM cost of ongoing maintenance forevermore. This is where things begin to come apart.
The American Society of Civil Engineers estimates the deferred maintenance in American cities at trillions of dollars. There is a backlog of deferred maintenance for the upkeep of roads, bridges, sewers, sidewalks, curbs, water pipes, and street trees. Perhaps you have noticed this in your own neighborhood.
Our current model of urban growth is highly unbalanced and fragile. Development spread out over a broad area is very expensive to maintain. The long term liabilities created far outweigh the financial productivity. Such developments produce a drain on local resources and shift the economic burden to longtime residents through increased energy, infrastructure, and transportation costs.
In the case of the new subdivision of homes currently being built on the Horse Heaven Hills south of Highway 22 extending west to Richards Road, this neighborhood will not have access to irrigation water. The city will be providing municipal water to the residents there, and a new water pumping station must be built for that purpose. The water pressure must be sufficient to travel uphill and also to serve as a substitute for irrigation for those homes. Current Prosser residents should be made aware of the long-term costs associated with this new piece of infrastructure that will serve only a small segment of the town population. The whole town will be paying, but only the owners of these relatively high priced new homes will be benefiting.