To The Daily Sun,
To the Citizens of Franklin:
I am writing to remind you that it is time for the local elections in Franklin. I ask for your support as a City Councilor for Ward Three. I have lived in Franklin for the past 24 years. My children were born and raised in Franklin and went through the Franklin school system and onto college. I have served on the Franklin School Board for the past 11 years. Some of the accomplishments while I have been on the School Board include lowering the dropout rate from a high of 18 percent to what is currently the statistic of 4 percent and increasing the proficiency level of the NECAP scores. Throughout my years on the school board, I feel I have been level headed and, while not always in the majority, supported decisions once they were made by the board.
Within the community of Franklin, I have been involved with the Franklin Lassie League, the Franklin Footlight Theatre, and have served on the board of the Twin Rivers Food Pantry. I feel I would be a good representative of the entire community of Franklin, and look to keep the best interests of our city at heart. I ask for your support, and please remember to vote on Tuesday.
Last Updated on Tuesday, 01 October 2013 01:18
To The Daily Sun,
I just wanted to write a short note about a great place.
On August 26,2013 I had a knee replacement at Concord Hospital and knowing that there may be no one at home to help, or walk my dog, I decided to go to rehab. I didn't do this with my first knee replacement.
I picked Golden View, the retreat, to check out as it was only four miles from home, great for visits from my hubby and friends. We did a tour and I was impressed with the equipment, rooms (all private) and the seven days a week of therapy.
I did go to Golden View Retreat and I was so glad that I went. My pain was monitored and treated, my blood sugars, B/R's and temperature were checked. Seven days a week of physical therapy came to my room, took me down to the work out area, and worked on me for 45-60 minutes to get my knee to bend. Then the O.T worked on my upper body strength, bathing and dressing myself.
The food was so good and went with my diet. I always had two choices, but the thing that makes this whole process work is the staff. All PT and OT shifts from RN, LPN and LNA's, people, chefs and hair dressers, yes hair dresser (so good to get my hair washed and cut) were awesome cheerful and event at 1 a.m. right there to answer my bell to get me pain medication or a drink and I know good staff after having done nursing for 41 years.
When I left after 10 days everything was taken care of. Medication, visiting nurse and physical therapist set up. So all I had to was give the visiting nurse a call. Then when I left Golden View called me to check on me. When you are looking for a rehab facilitation, check out Golden View.
Last Updated on Tuesday, 01 October 2013 01:15
To The Daily Sun,
Franklin resident Stephen Pascucci has publicized his letter against Hydro-Quebec's "business practices" and against its plan for degradation of New Hampshire's scenic beauty. I heard Mr. Pascucci, at the Plymouth DOE hearing, enter his statement into the record. He received deserved applause.
He made me remember the scene in the "Northern Trespass" movie shown recently at Franklin Opera House, and that Hydro-Quebec's big guns, one of them, used the word "conquer," as in, "We feel we have conquered Quebec's northern wilds!" Something like that, glossing over that Hydro-Quebec took from the Cree and Inuit peoples and the caribou herds, too, the place they need for their survival and have always had. When the movie was made, Hydro-Quebec had dammed thirteen of 16 formerly wild rivers, made them cement-sided and stone-cut sided water sluices with machinery and buildings, where once they were fordable and inviting waterways with life-supporting shoreline, quiet.
The water bodies created behind the new dams cover over forests, so now the water releases methane gas into our planet's air. So much for full-page newspaper ads that make everything seem right with the Northern Pass project. Those ads give good revenue to our newspapers, yes, but the lies and deceptions are ugly testimony to the company's disregard for New Hampshire's people and land.
Our accepting Hydro-Quebec's destruction of a place that we cannot see, for electricity-generation, would be like a reputable museum dropping former standards and knowingly accepting art masterpieces looted from Jewish owners during WWII. As if having them overrides the means to having them.
Executive Councilor Ray Burton said it well when, at one DOE hearing, he said Northern Pass should pack up and go home. Franklin residents might want to look into the height of the new towers that would invade their town if they have the converter station, and also that existing lines would be replaced with very high towers. Franklin residents might at last agree with Ray Burton, but don't want to wait until it is too late and they have sold off for tax revenue what they'll regret losing.
Lynn Rudmin Chong
Last Updated on Tuesday, 01 October 2013 01:11
To The Daily Sun,
Just a gentle reminder. In this pro-choice world, where abortions are still legal, pregnant moms have the option of choosing to have their babies. A baby is a gift, a small bundle of joy to cherish. Having an abortion kills your own child, murders your own baby. If you don't think that you have the ability to raise the infant yourself, please choose adoption, not abortion. Choose life.
Abortion kills! Life is precious.
Last Updated on Tuesday, 01 October 2013 01:04
To The Daily Sun,
To work in the classroom it has to be right in the board room. So what is effective school board governance?
In a "non profit "Board of Trustees" (like public education) the school board's overarching OBLIGATION and RESPONSIBILITY is in representing, protecting and benefiting the interests of the district education stakeholders. Education stakeholders include almost everyone in the community. (Then acting on their behalf and serving as their agent to clearly identify the stakeholders and their primary needs and wishes). This is the "Bed Rock" of "not for profit" high performance and very effective board governance.
High performance board governance begins with a clear, precise and shared notion of why and for what purpose the school board exists. The board develops a stakeholder-supported education vision for the community, including the key strategic outcomes, with clear metrics of success and projected time lines to completion. Only with clarity and community consensus can the school board determine what it must do and how it will go about doing it. The board decides and acts on behalf of the stakeholders having a fiduciary duty of loyalty.
Who are the typical STAKEHOLDERS IN PUBLIC EDUCATION?
Almost everyone in the Community wants:
1. A community reputation for delivering high quality public education combined with solid annual improvement for each student.
2. Parents — a strong academic performance of students (with extra help as needed) compared with other districts in New Hampshire and providing a solid preparation for life.
3. Home owners — A reasonable local cost of good public education and an improved reputation of the school district in the state.
SOLID BOARD GOVERNANCE IN A PUBLIC SCHOOL DISTRICT HAS TWO MAJOR FACETS:
A. FULFILLING 5 KEY BOARD RESPONSIBILITIES.
1. With strong community "stakeholder support", develop and clearly articulate The Vision of what the organization can become at its very best. If you can not envision what the organization can become at its very best then you are very unlikely to achieve it. The Board then determines the key specific strategic outcomes necessary to achieve the vision by achieving the metrics of success and the planed time lines of completion for accountability.
2. Ensuring executive (superintendent) performance oversight, primarily of the construction and implementation of the board-approved strategy to fulfill the board's vision. Transparency of the measured progress is very important.
3. Oversight of the effectiveness of system wide process and procedures and the empowerment of all employees.
4. Ensuring the organizations financial health. Quality and cost determines stakeholder value.
5. Ensuring the board's own ongoing effectiveness and credibility.
B. PERFORMING 3 KEY ROLES.
1. Policy formulation — specifying its expectations and outcomes.
2. Decision making — choosing among alternatives.
3. Oversight — assessing and reporting key aspects of organizational performance to the stakeholders.
Public school board and district superintendent key responsibilities include:
A Public School Board is responsible to the community to develop an Educational Vision Statement that the stakeholders have helped to develop and strongly support. I cannot overstate the importance of stakeholder involvement. Increased community transparency is crucial.
The key specific responsibilities of the school board and the superintendent below are important to clarify and understand in order to attain solid board governance for all non-profit types of organizations. In public education they are particularly important to understand prior to the interview and hiring of a new superintendent. The superintendent is often tasked to design and implement a strategic plan to achieve the key strategic outcomes determined necessary by the board to deliver the education vision for the district. The mission of the school board is to achieve the communities education VISION for the future. In order to discuss and then execute the proper focus, plans for effective oversight and accountability for the desired education outcomes needs to be determined prior to the superintendent being interviewed and selected. Often this is not done.
1. The Education Vision of the future (3-5 years) for the district stakeholders (Is a school board responsibility) First listen and then to produce.
2. Determine the school district's Key Strategic Measurable Outcomes necessary to achieve the vision (Is a school board responsibility).
3. Develop a Specific District System Strategy to achieve the board-required outcomes and achieve the vision (Is a superintendent responsibility).
4. The implementation of the strategy (Is a superintendent responsibility).
5. The achievement of the individual Key Strategic Outcomes (Is a superintendent responsibility).
6. The progress and achievement of the school board's vision (is a school board responsibility to transparently report progress of the Key Strategic Outcomes to the community stakeholders).
Last Updated on Saturday, 28 September 2013 12:38