Robert Kirk

Questionnaire from The Chamber, Leading Business in Cabarrus

Note: The following responses are verbatim from the candidate and have not been edited.

Please provide demographic information about yourself to help voters (age, education, current occupation, where you live).

•        As to my age, I consider myself “vintage!”

•        Education:

o        Graduate:Auburn University - Bachelor of Science Degree in Abstract Mathematics

o        Post graduate studies from Gardner-Webb University:

Master of Arts Degree in School Administration

Doctor of Education in Educational Leadership

•        Occupation: Retired Military (US Navy); Retired Educators (Cabarrus County Schools)

•        I have enjoyed living in Concord, NC, for some 25 years

Why are you running for this role and why should voters pick you? Please share any experience in an elected role that would be relevant to voters.

Cabarrus County Schools system enjoys a rich tradition of educational excellence. The academic and cultural trajectory from pre-school through 12th grade/early college has been one of accelerating achievement in ever-changing community demands.

My desire is to bring my own skill sets acquired through experience in my military career, private sector leadership, as a classroom teacher, district-wide educational leadership, previous Board of Education service, public service, and non-profit leadership, to strengthen our existing Board, and make it even stronger. I would bring well thought out contributions, framed by educational knowledge and understanding about where we live and our community needs, through years of community engagement.

Tell us about 2-3 professional accomplishments you have achieved in your work experience (not limited to public service) that give voters a sense of your leadership style or skills.

1.        As principal of Cabarrus County Schools Glenn Center, I changed the culture of the school from a defeated and disheartened staff to one of pride, optimism and self-worth.  Accomplished this through efforts within (collaborated with staff to create and establish school colors, school logo, criteria for student acceptance, rigorous curriculum and discipline model, among others) and efforts without (created a “Community Resource Committee” of some 30 well-respected community leaders, brought them into the school to work with students and be school ambassadors to the greater Cabarrus County, worked with the local fire department to send a ladder truck to affect repairs on the flagpole, as the school was flying no US or NC flag due to the pulley system being corroded).

2.        As Drop-out Prevention coordinator at J. M. Robinson High School, I helped increase graduation rate by reducing drop-out rate, created a unique summer “Bulldog Survival Program” for 10 freshmen girls followed by 10 freshmen boys who needed just one more credit hour to become high school sophomores. Fully funded by community donors, in-house created curriculum and approved by Central Office, a blend of extensive field trips, classroom studies, and fun, this program provided the encouragement for these students to stay the course and graduate.

3.        As Executive Director of the West Cabarrus YMCA in Concord, we were the only YMCA in our Rowan-Cabarrus YMCA family that remained open during COVID lock-down, responding to the needs of our medical communities for childcare for medical staff during this critical epoch in our history. We worked closely with Atrium Northeast and Cabarrus County Schools (CCS) to provide breakfast, lunch and snacks, student classrooms for on-line course and curricular support from CCS teachers under the strictest of COVID protocols.

What is one thing you would like to accomplish in the first six months if elected?

•        Listen, listen, and listen some more.  Listen to teachers in the classroom, listen to our community, listen to our business leaders, listen to CCS maintenance, custodial, kitchen, childcare staff.

•        Framed by this listening campaign, I want to look at the volumes of data we have that are extant related to our school system, so that I may be data informed (not data driven) to help formulate polices build on what I am being told.

•        Ensure our schools are safe and that the students have the confidence in their security, fostering a focus on classroom learning

There are no systemic changes that can be achieved within the first six months in a school system as large as ours, but the groundwork for such change can be laid - focusing on teacher retention and recruitment, and student safety

Public schools play a critical role in preparing students for both higher education and the workforce. How should the school system balance academic achievement, student growth, and Career & Technical Education to meet the needs of students and employers?

•        Historic fundamentals of education have been reading, writing and arithmetic. These have not changed! We cannot graduate students ready for the work force, military, or colleges with skills in communication, basic numerology and literacy, critical thinking, civil discourse, digital competence and a collaborative, creative outlook on life without the basics.

•        Demands of our graduate need to be arduous, as the world in which they will step into calls for strength, stamina, and tenacity.

•        The operative word in the question seems to be “balance” – and my thoughtful response is should we not be looking for more “integration?”  We need to tread carefully so as not to fall prey to the tyranny of the “either/or” in preparing our students for the life they choose after high school graduation.

School facilities and capital planning directly affect learning environments and community growth. How would you approach long-term facilities planning to ensure schools keep pace with enrollment and workforce demands?

•        Over the years, I have participated in CCS’ impressive, somewhat tedious, and effective yearly budgeting process. Key to any effective facilities and capital planning is having the wherewithal of sound growth projections, a well-established life-cycle management tool for existing systems across all assets of the school system, along with a rigid preventive maintenance program in place. These prepare the stage upon which effective education takes place – the schoolhouse.

•        While we are blessed as a county to have burgeoning growth, it brings with it the challenges of housing students and providing for their curricular needs to meet the business workforce demands.  Being open to innovative initiatives such as we are seeing with the health community, establishing specialty schools as we have with the trades, aviation, the culinary arts, and others, is a mind-set I heartily embrace.

Attracting and retaining high-quality teachers remains a challenge statewide. What strategies should be prioritized to build a stable, effective educator workforce in Cabarrus County?

•        Do a deep dive into the annual Teacher Satisfaction Survey. We need to hear from our teachers where the rubber meets the road. See above where my priority is to listen.

•        It is a glib response to say “pay them more” – and expect that to solve the problem.  Yes, decidedly, more funding addresses many ills, but the teaching profession is a calling, a passion, that requires more respect from our public to better understand and support.

•        Categorically, we need to have our County Commissioners more dialed into the fiscal needs of our classroom teachers, the conditions of our buildings, the pride we all share in hosting an outstanding school system.

Beyond standardized test scores, what measures do you believe best reflect school performance and student preparedness for future success?

•        Student growth has got to trump mere achievement, though I do not discredit standardized test scores in any way - just that they should not have the weight currently placed on them.

I highly prize the standards and metrics formed by student/businesses and the business advisory council and other requirements established by NC General Statutes - Chapter 115C Article 10. There has to be an awareness of business projected needs and skills early on, to create the necessary pipeline for the workforce of tomorrow.

Strong partnerships with local governments, businesses, and community organizations can enhance educational outcomes. How would you support collaboration to strengthen opportunities for students and families?

•        Personal engagement with the local Chamber of Commerce, Economic Development, engaging with civic, service, and non-profits entities such as local churches, Rotary clubs, and community Homeowners Associations  (HOA) to build these relationships of trust and transparency – the precursor to collaboration. Until the community hears what you have to say, they need to know how much you care.