I am committed to serving on the school board with an open mind, a dedication to public education, and a belief in District 834’s ability to equip students for success. I bring a strong understanding of policy and ethics to the table and believe in a collaborative approach to tackling complex issues like literacy and math/science competency, equity, transportation, and budget shortfalls. I value stakeholder input and community engagement for solution-building. My focus is on finding forward-thinking, sustainable, and equitable solutions that address today’s challenges while prioritizing integrity, communication, and follow-through as key leadership qualities.
My top 3 priorities for the school board will be: improving financial stability by addressing the low unassigned fund balance; focusing on strategies to boost reading and math scores; and working to close the persistent educational achievement gaps in reading, math, and science.
My approach to budget cuts is to collaborate with stakeholders to identify potential areas for cuts and then seek data and input from experts to guide decisions. It’s important to me that choices are made based on reliable information and expertise, rather than assumptions or preconceived notions. It is also critical to ensure that available resources are allocated in the most equitable way possible, and any budget cuts should be approached with this end in mind.
Engaging the broader community, especially underrepresented groups, is essential to fully understand challenges and shape policies that meet the needs of all students. The board should create opportunities for diverse voices to participate in decision-making, and I will actively support these efforts.
My approach will focus on active listening, engaging with teachers, families, and the wider community, and welcoming questions and feedback. I will ensure transparency in decision-making. Regular meet-and-greets will help build strong relationships, while attending school events and using social media will allow me to communicate initiatives and stay connected with everyone involved.
I am a candidate with an eye for strategic change seeking a second term in Stillwater Area Schools. I have governance experience and understand where we’ve been and where we want to go. My service has focused on advocating for the needs of our district at the Legislature, promoting sustainable funding efforts with our levy renewal and bond efforts, supporting stable and experienced leadership in our new superintendent, asking intelligent questions to ensure accountability, and being a friendly ambassador for the district within and outside of our community. We have stabilized the district but the work is not done. I plan to see the new initiatives through and ensure thoughtful oversight as we move ISD 834 forward.
My top priority is first to restore our fund balance to at least our policy threshold of 5%. Fiscal responsibility is essential to the long term health of our district. Second, I will continue to prioritize professional development and supporting our staff through providing the time and resources needed to address the complex, and growing, needs of our students. Finally I will prioritize accountability using both qualitative and quantitative data to ensure initiatives meet their goals.
Budget cuts are one of the most challenging parts of board service and yet it is essential to evaluate how well our investments are serving the mission of the district and adjust accordingly. Recently, the board tasked our administration to recommend cuts after a comprehensive study of our current financial reality. While these reductions did not immediately restore our fund balance, it did stabilize our budget so that our fund balance can grow. I support this priority based budgeting strategy.
Our strategic plan has identified school culture, equity and inclusion as a priority. This year the board will receive cultural competency training in alignment with this goal. Additionally I have supported a calendar that provides more time throughout the year for staff professional development including cultural competency. We also need to examine policies and practices that are preventing us from hiring and retaining a diverse teaching force that more closely reflects the students we serve.
While the district does conduct thorough community outreach efforts whenever consequential decisions are approaching, as an individual board member I do seek to understand the multitude of perspectives from our teachers and families. In reality, every proposal for change will have vocal opposition. I certainly value individual constructive criticism, but I also pursue feedback from teacher and family leadership to get a broader understanding of concerns.
I bring a unique set of experiences and perspective. My educational journey spans public schools, AP and Vo-tech classes, community college, a public land-grant university, a private college, and graduate school. I’ve also experienced the breadth of Stillwater Schools, with one child already graduated and another in first grade. Professionally, my background in finance and consulting has developed my skills in data analysis, active listening, and empathy. With a caring and structured mindset, I am committed to contributing thoughtfully to the success of this role and the community
My top three priorities are: 1) Engaging with staff, families, and the community to understand their concerns and aspirations; 2) Enhancing student outcomes (specifically MCA/MTAS or fast bridge scores) by supporting curriculum development, interventions, and professional growth; and 3) Ensuring financial accountability by thoroughly reviewing the budget process. These priorities reflect my commitment to listening, improving educational support, and maintaining fiscal responsibility for all.
To address budget cuts, I’d first analyze the root causes to determine if they are temporary or long-term. I’d work closely with administration as they develop recommendations using priority-based budgeting, ensuring the process is inclusive, transparent, and outcomes-focused. I’d consider the impact on students, especially vulnerable groups, and strive to minimize disruption. Simultaneously, I’d explore opportunities to enhance revenue to address both immediate and long-term financial needs.
The board must be an advocate for all, especially for communities facing disparities. First, we must engage, listen, and learn directly from families in programs like AVID. Second, we should assess the equity impact of each decision, such as changes to the GATE programs or SPED programs. Third, we can ask the administration to assess disparities in areas like graduation rates or AP use. Finally, we must continue to push for targeted interventions, such as expanding the Pathways to Success
Teachers and families are the primary stakeholders. I will strengthen connections with SCEA, SCPA, and IUOE union leadership, engage with staff at schools, and leverage my network of staff in the district. Engaging families requires proactive outreach. As treasurer of the Afton-Lakeland PTA, we’ve seen difficulty engaging parents in meetings. We'll also need to actively seek out diverse voices across district to understand their unique concerns and ensure their input shapes board decisions.
