Wenda Allicock

Trusteevote 2006 would like to apologize to Wenda for an error in the questionnaire. The site had translated the 8 ) to this 8) smiley face automatically. We also apologize for that the questionnaire was not Wenda’s but has been corrected.  We regret that this oversight occurred and regret any inconvenience this may have caused.

 

Name: Wenda Allicock

Current Occupation: 21 years service at Bell Canada. I am a Specialized /Escalation/ Management Associate. I am responsible for complaint resolution, and negotiations with various intervenants on complex and unusual customer situations

Education Completed: Graduated with Ontario Management Development Program Certificate- Mohawk College, Brantford

Community Involvement: West Brantford Transition Committee, BCI forums, attend school staff meetings, parent involvement groups and school councils, and I have attended Rotary

Ties To Education: Currently an elected School Board Trustee for 6 years. I have facilitated on many committees. I have represented the GEDSB on SALEP, Joint Advisory Committee, Student Discipline, Safe School, Students At Risk. and Labour Relations committees.

I also have 2 grown children who have successfully completed their education with the Grand Erie District School Board from Grade 1 to OAC in Brantford

Contact Information: Home 519 753 3711

Pager 519 770 2300

Work email. wenda.allicock@bell.ca

GEDSB email. wendaa@fc.gedsb.net

 

Questions for Trustee Candidates Election 2006

1) What, in your background, would lead teachers, support staff, and the local community to believe that you would be a good choice as a trustee?

Elected Trustee for the last 6 years and have gained substantial knowledge having sat on many committees: Those include SALEP, Anti-Bullying, Safe Schools and Joint Advisory . Currently I am a member on Labour Relations, the Suspension/Expulsion Board, , Student Discipline, , West Brant Ryerson Heights transition committee, and the BCI community forums. I have taken continuous training courses and recently completed Stephen Covey’s “7 Habits of Highly Effective People. “

2) What are you prepared to publicly say and do as a trustee to promote public respect for Board employees: teachers, secretaries, custodians, educational assistants, etc.?

Respect in the workplace is of paramount importance. I sincerely expect that there is public respect for board employees and would speak publicly any time should I find to the contrary.

3) In your judgment, what are the most important indicators that Board employees are doing a good job in educating and supporting local students?

I feel graduating numbers clearly define a job well done. But more importantly and not always a visible accountability is the success rate of keeping students in school. Our teachers can only teach if the students are in attendance. I have no doubt they will learn, but the tough job sometimes is convincing them that they can. Success is a journey, not a destination.

4) What is the role of a trustee in monitoring the day-to-day operation of particular schools, or when responding to concerns expressed by parents/citizens about particular schools?

I do not feel the trustee has a role in monitoring day to day operations. That becomes defined as micro management which I do not feel was the reason I was elected. I do feel an urgency in responding to parent concerns. That is my role that I can take accountability for. I always respond immediately and have had the support of administration in resolving issues.

5) Please describe your top priorities for changes to Board policies, if elected as trustee.

Board policies, By-laws and procedures are clearly outlined on our website. Each month at the board table, I review and discuss any changes or updates that have been suggested. The board actively seeks input from all stakeholders. After we receive input we discuss in detail, and changes, if necessary are made. This is an important part of being a trustee and I value the continuous process.

6) In light of the research published in the fall of 2005 concerning province-wide bullying of School Board employees, what steps should the Board take, through policies and actions, to address incidents and/or patterns of abusive behavior toward employees by parents, students or other individuals?

Bullying includes harassment and discrimination of any kind and I will not tolerate that at any level. There is now clear policy and procedures in place that will require training. I feel each school must review and follow the strict guidelines in place. No one should be a victim of bullying and I take it seriously.

7) If elected, to what degree are you prepared to lobby the provincial government for long-term, predictable, adequate funding to ensure stability in program, staffing, curriculum delivery, and school renewal as recommended by Dr. Mordechai Rozanski?

Lobbying is an easy word to say but a difficult avenue of appeal, but necessary. I truly feel a serious effort must be put in place going forward. A letter to the minister is not enough. I will need to investigate how I can best deliver such a proposal that will be strong enough to be heard. I am committed to doing that.

8.) Explain to what degree Trustees should be involved in contract negotiations for Board employees.

If the unions feel that trustee involvement is a critical part of our job, I feel confident that my working knowledge would be a great asset. . I am the elected District President for the Hamilton/Niagara region for the Bell Canada C.T.E.A. Union. I have been involved with negotiations and clearly understand the language of a collective agreement and stand behind it.

9) What should be the Ministry of Education’s focus/priority in making any changes to local schools in the next four years (e.g. programs, curriculum, supports, funding, school closures, rural schools, small schools, contracting out etc.)?

The ministry needs to step back from the cookie cutter approach and take the time to examine our needs. The ministry needs to take a hard look at where each board is succeeding or falling behind. It is time to re-evaluate how the funds are distributed . The ministry also needs to access the value of rural and small schools in boards with declining enrollment in one area and growth in another. We cannot simply close one school to advantage another.