David Eastburn has experience leading in times of ‘crisis and stress’

David Eastburn is one of seven candidates for the Fairfield Community School District Board of Directors who are seeking one of the four open seats up for election on Nov. 7 whose terms will last four years.

The Union sent a candidate questionnaire to Eastburn, and here are his responses:

1. Why are you running for the Fairfield school board?

2. What qualifications do you have that would make you a good school board member?

3. In 2021, Fairfield voters rejected a $34 million bond vote to build a new middle school and make other improvements to the district. Do you think the district should attempt another bond vote for a new middle school? If so, what should the district do differently this time around to ensure the ballot measure passes?

4. An online survey of 669 Fairfield residents conducted by FEH Design earlier this year indicated that 70 percent of respondents wanted the district to downsize from four school buildings as a way to save money. Do you think the district should reduce its number of buildings, and if so, what do you want to see as the new configuration?

5. Fairfield's enrollment has declined by about 200 students in the last 14 years. Last school year, 114 students open enrolled into the district, while 197 open enrolled out, for a net loss of 83 students. What, if anything, can the school board do to reverse the decline in enrollment, and encourage more families to enroll their children in the Fairfield school district?`

6. What can the school board do to attract and retain quality teachers? And do you believe the district is doing a good job at retaining teachers, or does it need to improve on this front?

I am running for a position on the Fairfield Community School District Board because I want to serve its teachers, administrators, staff, and students and to give them the very best opportunity to succeed.

I was born and raised in Fairfield, and I graduated from Fairfield High School. My children were educated in the Fairfield Community School District and are also graduates of Fairfield High School. I have a grandchild now enrolled in one of the district’s elementary schools.

I have been part of a local community bank in Fairfield for over 40 years. I am deeply planted in this community, and I want to serve its citizens as well. I have many years of experience in finance for both for-profit and non-profit organizations.

I am uniquely qualified to monitor, evaluate, control, and plan the district’s budget and finances. In the military and in the civilian world, I have successfully led in times of crisis and stress as well as in periods of growth and stability. I understand how and why organizational cultures change, and I know what an accountable, functional team looks like.

I strongly desire to serve my community and the Fairfield Community School District, and to be a good steward of the hard-earned resources the community provides. That is my only agenda.

The very first order of the day for the new board is the financial health of the district. Enrollment as a key driver of revenue must be stabilized, and the expense structure must be rationalized to current revenue. The district must also be able to accurately forecast for the future. However, this does not mean that teachers and administrators who accomplish success for their students are not recognized and compensated.

Community support is vital to the district’s financial health, and everyone must ultimately realize that the district cannot “cut” its way out of a deficit in both infrastructure and salaries and benefits.

The next agenda item is the hiring of a new superintendent to lead the district, and to execute an ultimate growth strategy. Fairfield is facing economic and demographic headwinds not unusual to rural Iowa schools. Therefore, the board and senior leaders do not have any margin for error. A missed step in the hiring of a top leader will mean continued decline and eventual consolidation of the district which would be unfortunate for all of us.

Finally, the board as a team must organize a long-term growth strategy. This involves building a creditable capital plan that the community can understand and support to ensure that the teachers and students have quality facilities that will enhance their success.

I strongly believe that the Fairfield Community School District has a window open to achieving financial health, success in all things, and in executing a growth strategy for the future which will attract teachers and students to our community and improve the long-term health of Fairfield. The district and Fairfield need a strong and committed board to set this strategic direction, and I believe that I can be part of this team.

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