Meghan Dowd Robbins says Fairfield must communicate its strengths to attract families

Meghan Dowd Robbins 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 Dowd Robbins, and here are her responses:

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

A healthy, vibrant school system is vital to the health and prosperity of this community, and I am deeply committed to seeing our community and our children thrive. I have always enjoyed being an active community member and operate with a “let’s make it happen” attitude and strong commitment to follow through. I graduated from FHS in 1997, received my degree from Dartmouth College and now have two children in the district. Education and learning are top priorities in our house. I have been listening to the concerns from teachers and parents in our district over the last few years and feel compelled to act. Like many public schools, our district is facing a number of interrelated issues compounded by a looming funding cliff. It’s time to sharpen our pencils and work creatively to solve upcoming budget challenges while maintaining a growth mindset and vision for success for our students.

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

I have been a business owner since 2009 and have operated businesses with both a local and national reach. I understand the importance of knowing your market, building brand awareness and I have found that challenging times can bring about creative solutions that foster growth. Now more than ever with open enrollment and ESA vouchers, our school district needs to cultivate and communicate our strengths so that we attract families.

Beyond my professional experience, I currently coach our local youth swim and triathlon club, I recently helped establish the nature playground at Lamson Woods and I served for five years as a board member at Singing Cedars, an early childhood alternative education program in Fairfield.

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?

Yes. After the bond failed, the district implemented a survey and invited the community to provide feedback on the upper threshold for a bond vote and prioritization of projects. As we develop our long range master facilities plan, we should bear in mind the survey results, we should look at all possible funding sources, and proceed in the most responsible way. Additionally, we should make every effort possible to engage and educate across a broad section of our community to alleviate any confusion on the measure before it's on the ballot. New facilities and modernization efforts help improve student learning, boost morale, provide efficiency and greater security.

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?

I think it makes sense to pursue all possible cost saving scenarios with facilities. However it must be balanced with the learning needs of our students and educators. We know older buildings require costly maintenance and must meet new code requirements. These repair/renovation costs are expensed from the same general fund that pays teachers' salaries. New facilities construction would actually allow for less drain on the general fund, as it would be funded through a general obligation bond and other funding sources.

If we build a new facility for five grades, the district could downsize from four buildings to three buildings. Additional revenue could be generated in the vacated building if the district identified a need for early childhood preschool programming.

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?

Over the last two decades our district has seen a 24% decline in enrollment across K-12. Some of the enrollment decline can be attributed to changing demographics — we have fewer students living in the district. However we need to identify why families are choosing to open-enroll out of our district in larger numbers than ever before and take action.

A first step would be to conduct one-on-one exit interviews that go beyond an online survey to understand the major contributing factors. Additional components that may contribute to increased enrollment include 1) establishing a strong early childhood program for preschool age children so they enter the district early, make friends and don't want to leave 2) a well developed long-term facilities plan with phased new construction will show we value our student learning and student success and go along way to naturally attract and retain families 3) offering after-school enrichment programs that meet the needs of students and families in our district. With components like these in place, we may see more young families choose to move to our district over a neighboring community, which will have positive ripple effects in our local economy.

In the upcoming months, one of the most important tasks of the school board will be to hire a new superintendent. We have the opportunity to find a strong relationship-oriented leader who can help build a more positive culture and boost confidence in our district, which will in turn strengthen enrollment.

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?

Over the last year we have heard from educators who are extremely frustrated and we have seen them leave our district because of the breakdown in communication and the inability to collaborate with the administration on solutions. If the school board wants to attract and retain quality educators with limited means, we must strive to create a positive work culture where educators feel appreciated and empowered. We need to listen — early and often — and if something is not working in the classroom, teachers need to be involved as leaders in creating a solution. Educators must feel 100% ensured that they are safe and supported when it comes to student disciplinary action. Let's encourage more collaboration among teachers, and provide training and mentoring programs so teachers can be more effective and students can succeed in their classrooms.

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