Age: 29

Education: Bachelor of Science in Public Health, emphasis: physical activity and exercise, certified health education specialist (est. 2016)

Do you have a student currently attending USD 489 schools? Not yet. Class of 2038, here we come!

Qualifications?

Evaluation of socioeconomics snd demographics of a region, needs assessments, grant writing, and program writing and evaluation. Educator, (soon-to-be) parent, community member.

 Do you support USD 489 trying for another bond issue?

Absolutely. If there is something that needs to be fixed, and we cannot do so within the current budget, then we must find the funding elsewhere, so that solutions can result, and we can continue to succeed.

What do you think that bond should include?

There are a multitude of answers for this question, depending on whom you ask. I find myself in a unique position to say that I have not attended public school in Hays, so I am entering with a fresh eye. I hear my community members mention concerns of nutrition, technology, building maintenance, and safety—but ultimately—it is up to the community to decide what the priority is or may be, and for us as board members to execute appropriately.

Scientific research states that a student must be an ideal state of mind, body, and spirit for the best form of retention of knowledge. Furthermore, a teacher must also be in this ideal state to be able to best facilitate said knowledge. Therefore, conditions such as classroom size, safety, thermoregulation, properly maintained furniture, etc., must all be of the highest priority, as well as access to quality nutrition, proper physical and mental breaks, and guarantees of safety at the building entrances.

My vision is for all of this to be possible, regardless of what facility surrounds the students and teachers. I will vote time and time again in favor of a bond that supports the success of our teachers and students—however, we must find a value for that bond that accurately represents the value for improvement set by the community. If we are wanting success of the bond at the values we have chosen in the past, we must convince our community that the value of improvement matches.

What would you do to secure the financial health of the school district?

Define financial health. What does it look like? Is it a school district that is self-funded from grants and scholarships? Or a school district supported solely by the state tax dollars allocated? Or perhaps it’s more than that. Perhaps the financial health comes from the value that is produced, regardless of the cost. There is a happy medium in all situations of finding balance between spending for an outcome, and the value of that outcome. To me, financial health is finding this balance between these two figures.

The Hays school board is at impasse with its teachers for the second year in a row. What would you do to improve relations with teachers?

We must respect and value the work that our teachers put in daily. This means verbally and financially thankful for their efforts. I have been in their shoes—where financial allocations did not go as planned. Rightfully so, it leaves a bitter taste in the mouths of individuals when they feel a lack of respect and gratitude. This must be the first step to finding a better solution—a reset, a fresh start. If the funds truly do not exist, then the gratitude must be given elsewhere—there’s no excuse for a lack of gratitude or respect.

Do you support the district’s current one-to-one technology policy? If not, what would you propose?

1-to-1 technology was intended to help increase student success through availability of books and other resources. If our school district is in a position where we are lacking fundamental resources for our students, that is impeding their ability to grow and learn, then there is a profound need and a valuable place for a 1-to-1 program. It is serving as a resource vital for student success. Should there be areas for improvement in the program (more than just a “keeping up with the Jones” need), we can collectively approach these as a community.

 How would you support the district in its work to improve student performance?

Everything we do as a school district, as members and representatives of the board of education and USD 489, and as a member of our community, should be to help improve student performance. It is not one sole action—but rather—the success or failure of all actions combined. We must address the smaller pieces of the puzzle in order to paint the larger picture. As promised again and again, I wish to hear the voices of our entire community—parents, teachers, students, community members—and to find solutions that remove roadblocks to the success of our students, and ultimately will help improve student performance.

Is there anything else you would like to add about you or your campaign?

While the majority of my decisions and views come from scientific research and community needs assessments, I hope that serving will allow me to be a part of growth within our community that will come from the success of the Board. Success that will be determined by the success of our students, their desire to stay in our community even after they graduate, and the desire for travelers to see us as a place for setting roots, raising a family, and building a legacy of their own. The possibilities are endless, and I look forward to contributing to their outcomes. 

SEE RELATED STORY: USD 489 election: Moffitt seeks to give voice to the community

By JIM McCLEAN
Kansas News Service

PHILLIPSBURG — The opening of a child care center attracts little notice in a city or suburb.

In rural Kansas, it’s cause for celebration.

The focus on young families, and the hope that represents, is remarkably rare in small towns fighting for survival against forces largely beyond their control.

No matter how scarce, said Iowa State University social scientist Dave Peters, it’s an essential ingredient in what he and his research team refer to as a “shrink smart” town.  A place residents remain committed to improving even as it gets smaller.

“Shrink smart communities are those that saw faster than average declines in population but also had above-average gains in quality of life,” Peters said.

Small, rural communities can do little to reverse decades-long population trends, Peters said. But they can improve the quality of life for the people who stay. To start, they need a core group of people determined to confront challenges rather than letting nature take its course.

“That’s really what it takes,” Peters said. “You need a lot of people to step up and take a leadership role. It’s not going to happen otherwise.”

The research from Peters and his team confirms that shrink-smart towns are rare. Only seven of the 99 Iowa communities studied have earned the distinction. Far more common, Peters said, are places where people have all but given up. He said they tend to leave the heavy lifting to small groups of elected officials, whom they’re quick to blame when new problems develop.

“In these declining — or withering — towns, as we like to call them, once there’s a failed project, the community turns nasty,” Peters said. “Then, of course, nobody wants to take the risk of trying to do anything.”

Peters and his team haven’t studied any communities outside of Iowa. So, there are no verifiable “shrink smart” towns in Kansas. Still, some we visited while producing the “My Fellow Kansans” podcast appear to have at least some of the qualifying characteristics.

Phillipsburg, for example. It’s a town of about 2,400 in northwest Kansas where a couple of quality-of-life projects appear to be paying dividends.

One initiative addresses an urgent need for quality child care, said Nick Poels, the head of Phillips County’s economic development organization. The community made it a priority at the urging of business leaders, who, Poels said, kept getting the same question when interviewing job candidates: What’s the availability of day care in your community?

Tired of not having a good answer, the community went to work. A cross-section of residents pitched in to transform an old convenience store into a child care center built to the state’s exacting licensure standards. To help with the costs, they hustled up a grant from the Dane G. Hansen Foundation, which exists solely to help pay for community improvement projects in 26 northwest Kansas counties.

“It was a no-brainer, we had to do a project like this,” Poels said.

The shortage of available child care is a common problem in rural Kansas. So, it wasn’t surprising when more than a dozen communities dispatched envoys to Phillipsburg in August to inspect the new center and get advice from Poels about how they might build their own.

Tammy Simons made the more than 400-mile round-trip from Leoti, a town of about 1,500 in west-central Kansas where a lack of day care slots hinders efforts to attract teachers, doctors and other critically needed professionals.

“We can’t attract the people that we need to keep the community running,” Simons said.

“We just thought, we don’t want to be 80 and have regrets,” Mandy Fincham said. “So we decided to try it.”

The Kettle has loyal customers, but it doesn’t make a lot of money. So, the couple and their two children need the salary B Fincham earns as an elementary school teacher to make ends meet.

Even so, the Kettle meets the Finchams’ definition of a successful buisness because it fills a need in their community.

“Time and again,” B Fincham said, “people have told us we’re a cultural hub.”

Shrink smart towns depend on people like the Finchams and those who mobilized to build the child care center in Phillipsburg.

Too often, said Peters, the rural sociologist, communities fighting for survival overlook those opportunities. Instead, they focus on recruiting that one new business that can deliver dozens — perhaps hundreds — of new, good-paying jobs.

Spending money on incentives and industrial parks, he said, is a “risky strategy” because it precludes investments in quality-of-life initiatives that can be more effective recruitment tools. Communities can thrive more, Peters said, by investing in social needs so that they can sell themselves as good places to live and work.

“They see how progressive your town is,” Peters said. “That positions you better to go after a new firm.”

This is the third in a series of stories investigating the decline in rural Kansas and efforts to reverse it. 

Support for this season of “My Fellow Kansans” was provided by  the United Methodist Health Ministry Fund, working to improve the health and wholeness of Kansans since 1986 through funding innovative ideas and sparking conversations in the health community. Learn more at healthfund.org.

Jim McLean is the senior correspondent for the Kansas News Service, a collaboration of KCUR, Kansas Public Radio, KMUW and High Plains Public Radio covering health, education and politics. You can reach him on Twitter @jmcleanks or email [email protected].

On Tuesday, Mayer Specialty Services will perform overnight sewer line cleaning and inspection of sanitary sewer lines near 13th and Main. These lines are being cleaned and inspected overnight to minimize disruption of traffic during daytime hours. It is not anticipated that streets will be closed. Please be aware of contractor equipment and signs when traveling the area.

See attached map for detailed locations of the sewer line cleaning area.

Door hanger notices will be placed on homes and businesses affected prior to cleaning.

During this process, you may experience a rumbling sound, in addition to the possibility of water entering your sink, bathtub and/or toilet. Sewer lines can develop air pressure or a partial vacuum from the cleaning process.

Should you have any questions or concerns, feel free to contact Mayer Specialty Services project manager at 316-640-4148 or the Water Resources Dept.at 785-628-7380.

By SUSAN SCHLICHTING
Cottonwood Extension Dist.

Each year, Ellis Co. 4-H invites 4-H teens to apply and interview for a position on the 4-H  Ambassador team. 4-H Ambassadors are responsible for promoting 4-H at events across the county and through media appearances.

These roles help them to build communication and teamwork skills as they work with youth and families in our local communities.

Selected to serve as 4-H Ambassadors for the 2019-20 4-H year are:

Rosston Eckroat, Buckeye Jr. Farmers
Wyatt Grabbe, Good Hope
Anna Kuhn, Big Creek Astros
Luke Montgomery, Buckeye Jr. Farmers
Kaleb Neher, Victoria Vikings
Karli Neher, Victoria Vikings
Colton Pfannenstiel, Good Hope
Jaiden Pfannenstiel, Good Hope
Taylor Weidenhaft, Buckeye Jr. Farmers

Rhiannon Corn and Jenna Schoenberger serve as advisors for this group.

They are willing to come to civic organizations to share about their 4-H experiences, as well as providing activities at community events and after-school programs. To schedule them for an appearance, contact Susan Schlichting, 4-H Youth Development Agent at the Cottonwood Extension Hays office at 785-628-9430.

The Best Western^® Plus Butterfield Inn of Hays, Kansas, has received the Best Western Hotels & Resorts Director’s Award for yielding outstanding quality standards.

The Director’s Award recognizes Best Western hotels scoring in the top 20 percent of more than 2,100 North American properties in quality assurance scores. Hotels must also meet Best Western’s requirements for design and high customer scores to qualify for the distinction.

“We are honored to be receiving the Director’s Award, as it is a testament to our hotel’s commitment to excellence,” said Elinda Mages, general manager.

“The Best Western Plus Butterfield Inn’s exceptional amenities, combined with our staff’s dedication of superior service, are essential to delivering an outstanding customer experience. Our team of hotel staff go the the extra mile every day and this award is a reflection of the hard work they put in to make our hotel a success and our guests happy.”

Located at 1010 E. 41st Street, the Hays Best Western Plus Butterfield Inn features 75 rooms and in indoor pool and hot tub, business center, easy access from Interstate 70 and is the #1-rated hotel in Hays by TripAdvisor.

ABOUT BEST WESTERN HOTELS & RESORTS

Best Western Hotels & Resorts, headquartered in Phoenix, Arizona, is a privately-held hotel brand with a global network of 4,200 hotels in more than 100 countries and territories worldwide. Each Best Western-branded hotel is independently owned and operated.

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