Jonathan "Cole" Regnery
Is Proud To Be Your
CUSD 427 Board Member
I currently serve as the President of the Sycamore Pumpkin Festival, Board Member of the Rotaract Club of Sycamore, and am honored to be one of your CUSD 427 Board Members. Please be aware that this site will be going inactive due to upkeep costs but that I can be reached with my district email. Please find my district email on the CUSD 427 website. Thanks for wanting to stay in touch!
FAQs
How can the district improve reading and English proficiency and state test scores? I believe the district can improve reading, English proficiency, and state test scores by listening to our teachers, attracting and retaining top talent, and implementing a common-sense, data-driven plan that we commit to and follow through on over the long term. 1) Listening to Teachers: Our teachers—especially those teaching Pre-K through Grade 5—play a critical role in developing strong reading skills. By leveraging their day-to-day expertise and experience, we can identify and remove barriers to student success. Teachers also offer valuable feedback from the perspectives of parents and students, which can inform the Board’s decisions. 2) Attracting and Retaining Talent: We must fill every role with the best candidates available—whether that’s teachers, support staff, administrators, or curriculum developers. The Board should empower skilled administrators to make effective hiring decisions, supported by a comprehensive five-year and ten-year financial plan that ensures we have the necessary funds, time, procedures, and facilities. While Sycamore schools already retain an impressive 94% of teachers, I would work to maintain or improve this figure and enhance retention among support staff and building administrators. 3) A Long-Term, Consistent Plan: Based on my research, a phonics-based approach has proven highly effective for many students, but this question of implementation is more suited to the Curriculum Coordinating Committee. I would advocate that the Curriculum Coordinating Committee present to the board a well-informed plan with measurable outcomes, which we would review periodically. Throughout my studies and classroom observations during my Bachelor's degree, I learned that while innovative ideas emerge regularly, it’s essential to commit to a long-term strategy rather than chase every new trend.
DeKalb County public schools asked voters in November to support an up to 1% sales tax which officials said would have gone to help pay for needed things such as infrastructure work. The referendum was voted down. What ideas do you have to address aging buildings and infrastructure needs for your school district while not overburdening taxpayers? To address our building and infrastructure needs without overburdening taxpayers, we must adopt a clear, effective budgeting process paired with a long-term financial strategy. 1) Timely and Transparent Budgeting: Our district typically releases its tentative budget as late as August, whereas many peer districts provide theirs by May. As a Board member, I would advocate for an earlier budget release. Doing so will give the community more time to review and provide feedback, demonstrating our commitment to transparency and proactive planning. I would also advocate for more transparent and effective financial reporting in general. 2) Long-Term Financial Planning: Our annual budget must be informed by both a 5-year and a 10-year financial plan. For example, in 2020, we issued bonds to fund a roof repair—a planned expense that could have been anticipated well in advance. By forecasting maintenance and infrastructure needs over the long term, we can adjust our spending categories proactively, reducing the need for emergency measures that may strain our finances. In 2024, I attended two district town halls to advocate for facilities plans. As of January 2025, updated facilities plans have been posted—though there’s still a need for a comprehensive 10-year financial plan. I remain committed to holding our administration accountable and delivering results that strengthen our financial future. 3) Reallocating Existing Resources: We currently have an excess in our Transportation fund. With the proper referendum, a portion of this excess could be reallocated to the Educational fund. This strategic reallocation could not only enhance our educational infrastructure but can be done without increasing tax rates. Such big-picture moves increase our short-term flexibility while ensuring we meet our long-term infrastructure needs. By implementing these measures, we can address aging buildings and infrastructure in a fiscally responsible way that supports our students and community without imposing undue strain on taxpayers.
Illinois, like many districts across the nation, is facing significant teacher shortages. What is your idea to recruit and retain educators, including special education, dual-language teachers, etc. We must fill every role with the best candidates available—whether that’s teachers, support staff, administrators, or curriculum developers. The Board should empower skilled administrators to make effective hiring decisions, supported by a comprehensive five-year and ten-year financial plan that ensures we have the necessary funds, time, procedures, and facilities. While Sycamore schools already retain an impressive 94% of teachers, I would work to maintain or improve this figure and enhance retention among support staff and building administrators.The district can retain and recruit more talent by emphasizing proactive communication and partnerships with teachers, administrators, and support staff. The Board should encourage two-way communication with the interested unions and staff representatives. Building relationships with these groups will increase their satisfaction with the district, increasing retention, and because of professional networking will also contribute to recruitment of new talent in all areas including special education, dual-language teachers, and reading and math specialists.
Most of local residents' property taxes go to their school districts. Are taxes paid to your school district too high? What would you do to protect the interests of taxpayers? I believe our taxes are already high, and I oppose any residential tax increase unless it’s approved by a majority of voters through a referendum. Thanks to my persistent advocacy at two town halls in late 2024, our administration posted a long-term facility plan in January 2025—a significant first step, though we still lack a comprehensive 10-year financial plan. A robust long-term strategy will strengthen our financial position over time, enabling us to do more without raising tax rates. In the meantime, we can improve short-term flexibility by repurposing excess funds in our Transportation Fund through a referendum—shifting those dollars to critical needs without increasing tax rates. Additionally, we should explore attracting larger commercial entities, similar to DeKalb's partnerships with companies like Meta and Heinz, to bring in significant new revenue and ease the burden on residential taxpayers. My goal is to promote transparent, long-term fiscal planning that protects our taxpayers’ interests and ensures our district’s financial health for generations to come.
Common Sense Decision Making To Empower Learners and Our Community
Advocate for Local, Common-Sense Solutions: Push for decisions that reflect the unique needs of our community.
Ensure the Board Focuses on Board Work: Stay aligned with the Illinois Association of School Boards’ best practices from Coming to Order, ensuring effective governance.
Proactive Budgeting for Sustainable Growth and Responsible Use of Your Money
Publish a Tentative Budget by May: Follow the example of most neighboring districts, allowing for transparency and earlier community engagement.
Create a 10-Year Comprehensive Financial Plan:
Develop a concise, high-level overview, a critical tool that doesn't currently exist.
