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Candidate response is not yet available.
Candidate response is not yet available.
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As an incumbent, I have experience in this role and understand the critical work of school district policy and budgetary oversight. From developing strategic plans, engaging in equity work, and evaluating complex programs, I am a visionary leader, a dynamic communicator, and an empathetic listener with a track record of collaboration to maximize innovation and impact. I have spent my career in education, including 13 years in the classroom, and I bring my expertise in student success and assessment to refine data-driven decision-making across the system. This background, combined with leadership experience in roles that include personnel and budgetary oversight, make my preparation unique among the candidates and ideal for the role.
1. Consistent investment in our schools: anticipate needs, identify investment opportunities, demonstrate return on investment, and maintain trust. 2. Communication and relationship building: remain responsive and connected, maintain open communication, and serve as a vocal advocate. 3. Increased sophistication in data-driven decision-making: accelerate learning improvements by using nuanced data, increase capacity in data literacy, and share best practices to improve effectiveness.
An inclusive process with robust opportunities for feedback is ideal when facing difficult decisions like cost containment. I would work hard to keep cuts out of the classroom while continuing to think creatively about lean spending and efficiencies across administrative functions. I would also hold class sizes stable at the elementary level to ensure that our youngest learners receive a strong foundation for future success, and I would fight to maintain robust arts education.
An empowered and well equipped teaching staff combined with a sophisticated approach to data analysis resulting in personalized intervention to improve learning outcomes is the best way to rectify systems that perpetuate educational injustice. When we know our students, where they are in their learning, precisely what they need to make progress, and how to get them where they need to go, the systems that have held them back previously no longer hold the same limiting power.
Engagement is key to effective leadership in this role, and communication and gathering feedback is essential to ensure transparency, facilitate collaboration, and promote clear understanding of policies and decisions. Whether in a meeting, over coffee, in one of our buildings, in the stands at a ball game, or via email, phone, or social media, I will explain complex issues, listen actively to diverse perspectives, and actively work to champion and advocate for learners, staff, and families.
During my first term on the Board, I have provided steady and transparent leadership for our District during challenging times. I have prioritized the needs of students, staff, and families, centering their desired daily experience at the heart of what we do. I have worked hard to explain difficult topics with clarity so the public can understand the challenges we face and why certain decisions were made. I have shown a willingness and ability to work with all sectors of our community in making our schools even better every day. I have proven myself as a strong advocate for the critical role of public education in our community.
Accelerate Learning: The efforts started the last two years in our strategic plan are gaining traction and we must continue pushing forward, as they are producing improved academic results.
Build Our Future: We need to invest in those areas we want to emphasize as our district’s hallmarks – personalized learning and excellence in academics, activities, arts, and athletics.
Culture is Critical: We need to continue the development of a welcoming, inclusive environment for all students and staff.
When faced with budget cuts, here is how I approach it. First, cutting unneeded spending -- it's important to apply a critical eye towards programs that are outside of the district's primary mission or are not producing the expected results. Second, focus on the classroom. We should try to maintain our investments in those things which directly impact learning. Third, be cautious of unintended consequences. Think deeply before cutting, so you don't run into unexpected problems down the road.
Three critical ways to address disparities: first, building an inclusive culture. Students who feel marginalized won't learn to the best of their ability. Second, good data. We have made great progress in being able to use data to pinpoint interventions for students who are falling behind so we can get them what they need when they need it. Finally, hiring and retention of diverse staff. Studies show that having staff that reflects the diversity of the students produces better academic results.
As a Board member the last four years, I have worked across the community to listen to and communicate with teachers, families, and other district stakeholders. I do that through multiple methods: in-person conversations, phone calls, e-mails, and social media engagement. If re-elected, I will continue that work to encourage public input and to share information with the community.
I have been preparing for this position my entire life. I grew up with two teachers who served more than a combined 70 years in the classroom. I worked on Capitol Hill for a nonpartisan agency, communicating with Congress on both sides of the aisle. I worked in the nonprofit sector before becoming a teacher myself. I taught high school in Baltimore until my son was born, at which time I founded what has grown into a thriving communications firm. I am the proud parent of two ECCS students and was a host parent to teachers from Spain and El Salvador. I also worked with two ECCS teachers to create a program that connects 7th graders with local veterans. These skills, classroom experience, business savvy and life experiences set me apart.
1. Academic achievement: Every student is gifted and every student has needs. Every student deserves a learning environment that supports their potential. This means fully supporting staff to provide that environment.
2. Clear communication: Board members must build relationships. We also need to present information in a transparent manner, and we need to be able to accept feedback.
3. Maximizing resources: Our buildings must be run equitably, with resources allocated as prudently as possible.
While district staff would lead this process, I would still advocate for community engagement before any final decisions would have to be made. Gathering data and listening to as many stakeholders as possible would be essential before recommendations come to the board. These are incredibly difficult conversations and even harder decisions. Listening actively in order to align feedback from different groups would be imperative in developing a path forward.
This is a huge, systemic issue that cannot be solved by any one person or board of education. Statistically, American schools have more disparity now than they did before desegregation. Our first step in being part of the larger solution is to acknowledge that disparities of all kinds do exist. By doing so, we will recognize that the supports designed to make District 112 more equitable do not deprive any of our students. Rather, they give every student exactly what they need to succeed.
The most important attribute for anyone in leadership is the ability to listen. I would visit every building in our district at least once, not only to see our various learning communities, but also to listen to the people who work with our students. This same listening has to happen in the community: regarding budgets, school safety, curriculum, nutrition, and everything in between. We may not always agree, but I will always listen. And I will always be excited to talk about our schools.
