The

Jacksonville Public Education Fund, Save Duval Schools, Duval County PTA, Jacksonville Kids Coalition and Jacksonville Urban League are nonpartisan organizations. We do not support or endorse any specific candidate. Our goal is to educate the community and promote increased participation in school board elections. Candidate responses to all questions will be published verbatim on a special web site at www.schoolboard2012.org. While candidates are strongly encouraged to complete the questionnaire in its entirety, partial or non-participation will not prevent candidates from participating in subsequent public forums or other election-related events hosted by these organizations. The deadline for returning this survey is July 2, 2012. No responses will be accepted after this date and all responses will be published simultaneously to the web site subsequent to this date.

2012 SCHOOL BOARD CANDIDATE QUESTIONNAIRE

Coree Cuff Candidate Name: ____________________________________________________________ 7 School Board District: __________ www.cufff4kids.com Campaign Web Site: ____________________________________________________________

Primary Campaign Contact Coree Cuff Name: ____________________________________________________________

coreecuff@cuff4kids.com E-mail Address: ____________________________________________________________ 904-250-0078 Phone Number: ____________________________________________________________

JACKSONVILLE PUBLIC EDUCATION FUND 245 RIVERSIDE AVENUE SUITE 310 JACKSONVILLE, FLORIDA 32202 904.356.7757 FAX 904.394.2005 WWW.JAXPEF.ORG

Candidate Biographical Information Please provide a short biographical summary of no more than 500 words that can be used on www.schoolboard2012.org web site and in other publications:
Coree Cuff is a seasoned executive with extensive experience in field operations, complex negotiations, and top line growth strategies. With experience in four major industries -- transportation, energy, engineering services and health care, Coree has been a trailblazer for change and credited with sustainable bottom line improvements. As an innovative leader, she has held positions in both the private and public sectors, has voluntarily served on several nonprofit boards and is an ongoing advocate for education. This diversity of experience has enabled Coree to be sensitive to the dynamics in multicultural organizations, tune in quickly to whats important and to successfully navigate within our global economy. Coree has worked in three Fortune 500 companies, CSX (226), Exelon Energy (145) and Flour Daniel (124), holding management and executive leadership positions. In addition to these private sector assignments, Coree has worked for the fifth largest public transportation company in the United States, the Southeastern Pennsylvania Transportation Authority (SEPTA), in Philadelphia, PA. In her various roles, Coree has led large, multidisciplinary, high performing teams and has had budget accountabilities for well over $700 million. She has also successfully identified new and emergent revenue sources, which have led to her organization exceeding revenue targets by double digits. In 2010, Coree decided to take her entrepreneurial skills to task and founded Well Body Academy, Inc., a progressive health and fitness company headquartered in Jacksonville, FL. Well Body Academy, Inc. provides weight management, corporate wellness and fitness services to consumers, nonprofit and corporate clients. She has been an unwavering advocate for healthy living. One of Corees many passions is the eradication of childhood obesity. She spearheaded an award-winning wellness initiative at Jacksonville Beach Elementary School with the sole intent of encouraging young students to make healthy life choices early. Her efforts earned JBE top awards in a Duval County Public Schools district-wide wellness competition. Coree writes a monthly health and fitness column for Jax4Kids, where she provides healthful tips for parents and students. With a circulation of approximately 50,000 in the Jacksonville area, Corees articles reach a broad audience and serve as a resource to many. Coree has a Bachelor of Civil Engineering Degree from University of Delaware, an Executive Leadership Professional Certificate from Wharton School of Business at University of Pennsylvania, and a Pilates Certification from Balanced Body University. She has also pursued master studies in Organizational Dynamics at the University of Pennsylvania. Coree is fully committed to improving education delivery in Jacksonville and has served on the Parent Teacher Association Board at JBE. She also serves on the board of Directors at Discovery Montessori School where she provided strategic direction, governance, and transformational leadership. While many independent and private schools saw a dip in enrollment over the last few years due to the economy, Discovery posted enrollment gains. Her current nonprofit board assignments include: Vice President of the East Hampton Homeowners Association. She resides in Jacksonville, FL and is a proud mother of an eleven-year-old daughter, Chloe.

Instructions Please answer each of the questions below. If you need additional space or wish to elaborate on your answers to one or more questions, please feel free to attach additional pages to this questionnaire. Please make sure, however, to identify the question to which you are responding by number so we can correctly align your responses with the proper question. You may respond by email, fax, or postal mail. Directions on how to do so are at the end of the survey document. Questions Overall 1. If you had to give the Duval County Public Schools a grade, how would you rate its current performance at educating a. High-performing students? _____ A _____ B _____ C _____ D _____ F b. Average students? _____ A _____ B _____ C _____ D _____ F c. At-risk students? _____ A _____ B _____ C _____ D _____ F 2. In what respects do you think Duval County Public Schools are doing well in their mission to educate students in Jacksonville?
There are definitely bright spots in our public education system in Jacksonville that we most certainly should be proud of. We have four nationally recognized schools and five of the career aspirations programs have been nationally recognized. DCPS is second in the state for the percentage of graduates completing at least one AP, IB, AICE, or Dual Enrollment courses. We also have three intervene schools with the potential to come out of intervene status this year.

3. In what respects do you think DCPS needs to improve significantly? What specific changes do you want to make in school district policies or programs to make these improvements? I believe the most strategic decision facing DCPS is when to pull the plug on 19th century education philosophies and race ahead to 21st century solutions. Integrating technology into the entire education process and redistributing resources to achieve that end is the number one priority I think the new school board should address. The world is changing around us almost at the speed of light. Yet, we are moving at a turtles pace when it comes to educating our children. Weve spent decades trying to solve this, thrown lots of money at it, and although some progress has been made over all we are still performing too near the bottom. We simply cant wait any more and the call to action is now: the children and taxpayers deserve so much better.

Strategic Plan Duval County Public Schools has a strategic plan approved by the school board in 2010 that guides the day-to-day management and activities of the superintendent. A copy of the strategic plan can be accessed at http://www.duvalschools.org/static/ aboutdcps/superintendent/strategic_plan.asp. For the following questions, please cite the strategy number and title (e.g. Strategy 1.A: Provide additional support for all low performing students in all schools). 4. On which specific strategy do you see as most critical for the district staff to focus in 2013? All of the specific strategies are critical because they are interdependent upon each other to achieve the quality of education our children deserve and the stakeholders expect. There are however, far too many items being tracked. In management circles today, the best practice in strategic planning is to have a one-page document with a three to five year horizon. Much more than that can cause organizational chaos and distract employees from focusing on the most important strategic objectives. Of course, the 1.A, the academic achievement of our students is a priority. While there have been improvements in the test scores over the last several years, reading, math, and science scores continue to fall short of the goals set. The FCAT Weighed Average Performance gap shows little progress in closing and as a result we are not meeting the core belief and commitment that the academic success of EVERY student is a top priority.

5. Which specific strategy or measurable would you propose revising or eliminating and what would you change about it?
Actually, I would like to change the framework of this question and not focus on what needs to be revised or changed with the current plan, but what needs to be added. As mentioned previously, we need to move the way we educate our children from 19th Century models to 21st Century. Let's face it. Our children are being bombarded by technology daily. They work on equipment now that was science fiction just a few decades ago. We are not the agricultural or industrial society we used to be. So we need to change how we educate to reflect what. We need more strategic focus on technology and innovation in the classroom. How do we get there, how do we fund it and what does it look like in full implementation is the strategic conversation we need to have today is we want to actually see it materialize within the next few years. And it's coming. There are state mandates on the books regarding technology integration that we will need to address within the next three years. These are not funded, but required and we'll need to figure out how to make them happen. We need to stop divesting in technology by continuing to underfund it, but do instead respect it for the instructional compliment it can be.

Governance 6. Please provide a description of how you would differentiate between the governance responsibility of the school board and the management role of the superintendent.
The Florida Statues and the State Board of Education provide the legal framework for the duties of a school board member and superintendent. For board members, the duties range from managing the budget to adopting policies that encourage local decision making at the school level. Board members are also required to preside over hearings for students charged with extreme discipline infractions. For the superintendent, Florida Statutes and State Board of Education Rules list about 22 duties that a superintendent legally has to perform ranging from budgeting to transporting children. While these 22 items are important, a superintendent needs to be more than that. A superintendent needs to be a responsible steward of taxpayer dollars, an advocate for children, an engine of instructional excellence and a driver of innovation. He must have high expectations for student achievement and a solid plan for realizing it. He must also have a shared vision with the board and be able to actualize it at every level in the organization. I fundamentally believe that the role of every school board member should be to provide good governance, set excellent policies and to hold the superintendent accountable for exceptional educational outcomes. I also firmly believe that the day-to-day operations are the full responsibility of the superintendent. I also

believe when appropriate, that board members should aid in influencing policy decisions at the legislative level in an attempt to thwart unfunded mandates or decisions that may run counter to our strategic focus. As a school board member, I will be supportive of the superintendent, hold them accountable for exceptional educational outcomes and remain fully committed to my governance role.

7. Describe in your decisions how you would balance the interests of your specific neighborhood school board district with the interests of the entire school system if they come into conflict.
I strongly believe that we cannot be parochial when it comes to the education of our children. Given where we are and how far we must go to meet the base level of standards for all, we can't afford to be singularly focused. As School Board member from District 7, I will do what's best for all of the children in Jacksonville and in doing so will benefit not only the constituents who elected me, but those who did not.

The Duval County School Board is currently engaged in a search for the next superintendent, who will replace retiring Superintendent Ed Pratt-Dannals in December 2012. 8. What do you consider the key qualifications the next superintendent should possess in order to be most effective?
Duval County Public Schools needs a superintendent who can successfully lead transformational change and exhibits a sense of urgency for realizing that change. Someone who is bold enough to seek innovations in education has the fortitude to see it through and the courage to stand firm in the face of conflicting priorities. Having had the responsibility for large organizations, where good talent was essential, I know it when I see it. The ideal candidate will have a demonstrated and confirmed record for transformational change; high integrity; the capacity for recruiting, developing and retaining great talent; strong respect for students, parents, faculty and administrators; excellent communications skills; the ability to build strong relationships with key community stakeholders; create a culture of accountability; streamline operations, think strategically, employ good fiscal management; and be able put trust back into the organization. The superintendent and the board must have a shared vision and mutual desire for greatness for our students. Interactions between the board and superintendent should be professional, respectful and candid. The superintendent must insure that all information provided to the board for decision making or policy setting, is as accurate as possible and deliberate failure to do so should be met with serious consequences.

As board members, we must also remember that we have one employee, the superintendent, and should provide that employee with the tools to be successful such as continued professional development for flat spots, on going performance appraisals, and timely feedback on what's going well and what's not going well. The board should set high expectations and hold the superintendent accountable for realizing them. At no point in time should the board triangulate its interactions with the superintendent by taking on the day-to-day operations of the district. One of my biggest concerns, as a potential new board member, is that I may not have the opportunity to ensure that we have a superintendent with the previously stated qualities, since the current board is actively seeking to hire the new superintendent prior to the new board coming on. With four out of the seven seats potentially changing, I think this is big mistake and is a potential disservice to the students, taxpayers and the new superintendent. I have a great deal of experience with selecting talent and building high performing teams and I look forward to applying those skills in any superintendent search. I just hope that I have the opportunity to do so.

9. The school board is in the process of developing a new formal evaluation instrument for the Superintendent. In addition to this annual evaluation, please describe how you would propose providing formative feedback to the next superintendent on his/her performance on an ongoing basis.
In all fairness to any new superintendent, it is very difficult to work for seven different bosses with seven different agendas. It's imperative that the new board becomes a cohesive team quickly so that their collective efforts can be channeled in a direction that allows for the best possible outcomes for students. This cohesiveness also creates a stabilizing environment for the entire district and will enable the superintendent to be more effective in his role. Ideally, we want the superintendent to be successful, because if he fails, our students fail too and thats simply unacceptable. Regarding performance evaluations it is a best practice in leading management circles to have performance conversations early and often to avoid misunderstandings, misalignments or missteps. I believe that monthly, factbased performance evaluations should be held in the first year of the superintendent's tenure. That way positive behaviors can be reinforced, performance metrics reviewed and course corrections addressed immediately. During that first year, if the superintendent wants or needs more frequent interactions, the board should be accommodating. As the superintendent matures in the role, quarterly evaluations should be sufficient. In every year there should be an annual evaluation.

Financial Resources and Budgeting The Duval County School Board is responsible for adopting an annual budget that outlines expected expenses. A copy of current budget documents can be accessed at http://www.duvalschools.org/static/aboutdcps/departments/ budget/budget_resources.asp. Please review these documents so that you can answer questions #10-12 as specifically as possible. 10. What specific areas of the district budget would you prioritize, particularly if additional resources became available?
The economy has had a dramatic impact on the funding for our public schools. Falling property values and greater dependency on local versus state revenues have meant many vital programs have seen cuts or elimination. The core curriculum of reading writing, science and mathematics are essential, but alone they are not enough to provide quality education. The first priority must be the early learning programs such as VPK, which focus on reading and language skills. Without them a child has limited potential for success and the gap between economic levels will continue to grow. Wellness and physical education is critical. Numerous studies have shown that healthy students perform better. The growing percentage of the population with childhood obesity issues will cost us today and for the lifetime of the child. The arts are also critical. Students engaged in music and in the visual arts often perform better in the area of mathematics. To keep children in school, to lower the dropout rates and increase graduation rates we must provide more than just the core, we must provide the whole fruit.

11. With revenues expected to continue to decline in the coming years, additional budget cuts are all but a certainty. What specific areas of the budget would you recommend reducing first?
That's right. Revenues are declining, mandates are increasing and the public has no appetite for tax increases. These are difficult times and there is more to come. It is for this reason that we need decisive, aggressive and transparent fiscal policy that will guide us through the next several years. It is also for this reason that we need to be very open to support from outside traditional revenue streams and embrace as much private sector resource support as possible. After review of the budget, there are three areas of significant expense: labor and overhead, material and services, M&S, purchased services and energy services. Forty-five percent of DCPS expenses, about $700 M is associated with labor and overhead, followed by purchased services at 15% about 253M and M&S at 6.0%. We need to take a good look at the heaviest hitters for cuts. The labor expense is the largest and therefore presents the best opportunity for immediate and even long-term savings. We need resource as close to the student and the classroom as possible. However, centralized and district services, not teachers, could be leaner and this is a great place to start. Whether

its through automation, operational efficiencies, process improvement, elimination of duplicative efforts, resource sharing with other districts, salary cuts, benefit overhauls, staffing reductions, there is room for savings here. That's one place to start, but for the best net outcome, those areas listed above must be reviewed as well.

12. The school district generally maintains a carry-forward balance and reserve fund in its budgeting process, a portion of which is required by state law. How would you balance the maintaining of a reserve in excess of the state requirement and continuing to fund programs and services during tight fiscal times?
While it is good a management practice to provide a carry-forward balance and a reserve fund in its budget, we cannot sacrifice our childrens education, the programs both academic and extra-curricular that are essential to producing world class graduates. The short term gains are far outweighed by the long term consequences of such actions. The most alarming cut, when funds were available, is the failure to maintain early learning programs such as VPK. The costs that will be associated with not adequately preparing these high risk children over the course of their lifetimes will be a hundredfold to providing the proper funding when resources were available. We must weigh each decision both by its short-term fiscal costs and by it long term consequences.

13. To ensure the district has adequate fiscal resources and avoids budget shortfalls in the future, what, if any, revenue sources should the school district pursue and on what timetable (e.g. increased local property or sales taxes, statewide tax increases, etc.)?
When addressing the DCPS budget, I will apply the budget philosophy that has served me well in both the private and public sectors. That discipline is based largely on the premise of living within your means, doing more with less, covering budget shortfalls through operation efficiencies, and creating your own revenue opportunities independent of whats traditionally available. Given the economic climate, there is no room for any new taxes. Instead of asking for more, I would propose doing better with less and pursue operation efficiencies to cover any budget shortfalls. Also, I would work closely with coalitions at the legislative level to have as many unfunded mandates reversed so that those resources can be redirected back into our budget. As a school board member, I will ensure that the budget balances, is current, relevant and strategic. The ultimate goal is to prepare our students for the 21st Century workforce, to keep them in school through graduation and to have them emerge either prepared to continue their education, enter the workforce or to create their own micro economies as entrepreneurs. Any budget item that does not support those goals may not be a necessary expenditure and I will be fully prepared to challenge it.

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Community, Parent and External Relationships 14. How would you propose strengthening the relationships between parents, schools and community members?
Given where we are from a performance perspective and the fact that we rank 44th out of 65 school districts in the state of Florida, which ranks as one of the lowest performing states in education in the country, I think the more people we have wanting to help improve our education system the better. I believe the best way for the school board to work with the entire stakeholder community, is to keep the lines of communication open, be slow to take offense at any criticism levied and seek common solutions for the betterment of our education delivery. I will build consensus and support in the community by conducting outreach activities and listening to all stakeholder concerns. While we may not be able to act on every one of them, at least listening to them is a good first step. I will strengthen relationships between parents, schools and community seeking input; providing direct and timely feedback on issues of concern; promoting a "We're All In This" relationship attitude; treating stakeholders with respect and dignity; and encouraging decision making that provides best possible outcome for all students.

15. How would you ensure that the school district remains transparent to the community in terms of student academic performance, financial management, school board meetings, public records and other areas?

Floridas Sunshine laws are in place to ensure that there is transparency in government and we have to follow the law. There are volumes of documents available either online or through public record requests. However, the perception is that there is not enough transparency especially when it comes to budget matters, as reported in recent articles about the Districts reserve fund. To address this concern, I will insist that we make all communications simple, concise, and understandable. I would insist the superintendent make the website as user-friendly as possible. I would also insist that all public board meetings, including workshops be held in the evening versus the workday to promote more community participation and leverage technology like skyping, social media, etc. to broaden our reach into the community and promote more engagement

16. There are a number of external organizations that interact with and work to support the Duval County Public Schools, from the PTA to the Mayors Office to local nonprofits. Please describe the ideal relationship with entities like these and how you may leverage their services to support students.
I believe my role of a School Board member is to encourage, develop, enhance and expand upon these relationships. As the Administration identifies areas of need within the system, it will be my role to identify entities that may be able to address those needs, encourage their involvement and to work with staff to best utilize their efforts.

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Jacksonville is fortunate to have so many community-based groups, business members, and education advocates outside of the parental community so enthusiastically interested in our school district. We are also fortunate to have a very active PTA and SAC within the parental community. Ive been involved with both the PTA and SAC and know first hand the good work they do in schools through volunteerism. There are some cities, where this support is simply not there. We need to harness that collective wisdom and use it to our advantage. We should be open to feedback, slow to take offense and willing to accept criticism in the spirit of whats best for the children; and not blame the source for bad news. As I a School Board member, I intend to just that. The issue of public education impacts all the residents, regardless of age or the presence of children within the household. Many of the external organizations currently aiding the public schools can help to build support for efforts to improve our students level of achievement and provide insight into how to best achieve these goals. They, through their membership, are advocates for our schools and many who are unaware of the challenges and progress being made, are touched by these groups outside of the normal context of the education community. Their advocacy can build the community support needed to make the DCPS a worldclass school system.

Legislative & State Issues The actions and decisions of the Florida Legislature and State Board of Education have a significant impact on the education of Jacksonville students. 17. What law or policy passed in the past few years by the Florida Legislature or State Board of Education had the greatest positive impact on education in Jacksonville?
As the parent of an 11-year-old daughter who is currently enrolled in one of the countys magnet programs, and is college bound, I find that the incentive offered by the Bright Futures Scholarship Program to have had a positive impact on education in Jacksonville. While the program has been around for a number of years, it offers opportunity to those who remain in school and achieve good academic progress. In recent years, the cutbacks to the program and the amount and number of scholarships offered have lessened its impact, but it remains an incentive to our students and to their parents to achieve success in our public schools. As a School Board member, I will advocate for its expansion by the Legislature. The program offers hope and opportunity to those who come from lower and middle-income households who would not otherwise have the financial resources to continue their education beyond graduation from the DCPS

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18. What law or policy passed in the past few years by the Florida Legislature or State Board of Education had the greatest negative impact on education in Jacksonville?
Funding by the state has dropped from 69% of the budget in 1998/99 to 58% for 2008/09 school years. Even prior to the great recession, the legislature was placing greater burden on the county school boards to balance their budgets, requiring local school boards to compensate for funding at the state and federal level. This practice makes it more difficult to predict future funding levels and to address current deficits. Unless we get creative and reconsider current practices, our children will see declining quality in the classroom and simply cant afford that. We must accept reality. There is no magic influx of cash coming from anywhere outside of this county. This is a local problem to solve and the sooner we accept that, the better prepared well be to address it. Now I am not suggesting that we dont try to influence state and federal officials to provide more money to schools, but we must that a bailout is not coming and act accordingly. We will not be victims, but leaders!

Major Policy Issues 19. What do you see as the advantages and/or disadvantages to using standardized testing data as a portion of a teachers evaluation?
Standardized testing data can be useful as a metric in determining teacher competency within their subject field. It alone should not be used as the sole determination of their competency. I do believe in merit-based pay and believe that compensation should be based solely on performance.

20. Duval County currently operates magnet programs in more than 50 schools, including 13 dedicated magnet schools. How do the districts magnet programs positively and/or negatively impact overall student achievement in Jacksonville?
I believe they have a positive impact upon the overall student achievement in Jacksonville. We are home to three of the nations best public high schools: Stanton, Paxon and Douglas Anderson and they are all magnets. Mandarin High, which is located in my district, District 7, made the "Newsweek Magazine's" "Top 1000 High Schools in the US". I am aware that there is concern within the community over the fact that the magnets attract the best students, and in some cases it has an impact on the grades and average test scores within the neighborhood schools. This is not reason to do away with magnet schools. In fact, it should be a goal to bring all of our schools up to the level of achievement that is found in our best schools.

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21. What impact does out-of-district school choicecharter schools, tax-credit scholarships/vouchers, opportunity scholarships, and similar programs have on the success of students in Jacksonville?
I have been a board member for an independent and private school for almost four years and am a firm believer that there is room in this education spectrum for a variety of education providers. We are in a crisis mode in both cost and quality in our public schools and we should use every tool available to educate our students, whether those resources come in the form of public, private or charter schools. Just like in the free market, choice breeds competition. Competition spurs innovation, price and cost sensibilities. Although the reviews on charter schools have been mixed, some have done extremely well while others have been forced to close, I believe that they are important to keep in the educational mix as long as they are meeting or exceeding the local, federal or state standards. Failing charter schools should not be tolerated any more then failing public schools.

22. Currently, the Florida Constitution limits class sizes to no more than 18 students in Grades K-3, 22 students in Grades 4-8 and 25 students in Grades 9-12, as measured at the actual class level. From your perspective as a potential board member, is the impact of this measure positive or negative in the effective education of students and management of our district? Why?
States began implementing class size limitations in 1996 and Federal funding became available in 1999. Since its adoption in Florida by a Constitutional Amendment ballot initiative and its implementation there is little statically significant data to suggest that it has produced the results in terms of academic achievement that were anticipated yet. Additional time may tell us something different. It has added unanticipated operational costs as the county has complied with the Amendment.

23. Currently, nearly 60 percent of high school graduates need remedial coursework before being eligible to take credit-bearing courses at Florida State College at Jacksonville. What would you propose to increase the number of students graduating college and career ready and reduce the numbers requiring remediation?
There is no one thing that can solve our graduation rates and improve the college and workforce readiness of our students. There are a combination of actions such as improving education delivery, indentifying at risk students early and providing the appropriate intervention, increasing teaching quality, increasing parent and community involvement, etc.

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While the present is important, I think the future is even more important. We need a capital investment strategy today that takes us from a "brick and mortar" model to a 21st century collaborative learning portal. Where chalkboards, are replaced with smart tablets and classrooms morph into what I call a SmartROOMS. Adopting this approach should keep education nimble enough to keep pace with technology and still be relevant to students. How we educate our students has not changed in over a century, yet everything else has. If you took a scribes from the 19th century and put them in front of a computer, they would not know what to do, but if you take 19th century teachers and put them in a classroom, theyd feel right at home. Society is changing faster than that and education delivery needs to move even faster. With the right exposure, one of our very own students could become the next Steve Jobs. Digital schools are gaining popularity in many educational circles largely because of their impressive results. A school in Mooresville, North Carolina moved from a traditional educational delivery model to a digital platform for all students past fourth grade. As a result, their graduation rate went from 80% to 91% in about three years and proficiency rates went up as well. At the same time, costs went down. They attribute these successful outcomes to their digital education delivery and the use of laptops as learning tools in the classroom. We can do this here with the right strategic focus, the willingness to honestly reconsider our current education model and to take the calculated risk that we can do better.

Public (inside Duval County) _____ Public (outside Duval County) _____ Private _____ Charter _____ Home Education _____ Other: ______________________________________________________________________

24. If you have children, what type of school do/did they attend? (mark all that apply)

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