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I have invaluable experience in serving the ECCS community on the school board for almost 16 years. This includes in-depth knowledge of complicated school financials, challenging labor negotiations, a deep understanding of our educational programs and a well established relationship with our educators and leaders.
I also bring vast professional experience with decades of working in corporate finance and strategy. This background has served me and the community well in navigating difficult financial constraints and bridging gaps with our labor groups.
I am fully invested in our community as a resident, parent and coach for over 25 years with five children who are proud K-12 graduates of our wonderful schools.
Ensure the next long term plan best serves the changing needs of the community as learners concentrate more in the west with the effects of land development and aging in place.
Foster the continued improvement in academic achievement ahead of the state and peer districts by continuing to support use of detailed analytics and best practices across the district.
Support constructive relations with labor unions to balance attracting great educators while managing scarce taxpayer funds.
Having participated in several budget cuts, the overriding principle is to avoid/minimize impacting the classroom. The main challenge is that the vast majority of expenses are in the classroom. This requires challenging leadership to look deeply into non-core programs and roles. I would rely on my many years of experience to ensure that the district is looking in the right areas and asking the right questions to best manage our limited resources.
It is critical to hear from all groups that feel affected by any disparities. We need to ensure that we have educators who are able to make all learners feel valued and included. We must continue to capture and analyze data so that we can fully understand any/all disparities. Our educators must understand successful programs in other communities and how they may apply at ECCS. Lastly, we must continuingly apply all learning to implement new programs or curriculum to close any gaps.
As I have for nearly 16 years, I am first and foremost always accessible and accountable to all stakeholders - teachers, families and neighbors. This is sometimes easier said than done, but having been on the board through good times and bad, I fully appreciate this importance. Our community must always be heard, even if I may not agree. While I may not be on social media, I am always just an email or phone call away.
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I have the opportunity to experience this district through many different lenses. I am a parent to three children in the district, all of whom started here in preschool. With my oldest now a senior, I have been involved for 15 years. I’ve been a classroom parent volunteer, PTO treasurer at JES and CMSE, and served on many school and district committees. I’m starting my sixth year as a building substitute teacher, giving me firsthand insight into our classrooms and daily school operations. I bring both a parent’s and educator’s perspective to the school board.
My top three priorities are student achievement, educator support, and responsible financial management. Every student deserves the resources, support, and opportunities needed to succeed. We must retain high-quality educators by providing the time, resources, and support they need. If elected, I will collaborate with students, parents, educators, and our community to make data-driven decisions, use resources wisely, and focus on student success.
My strategy would be to avoid cuts that directly impact the classroom. Protecting classroom instruction and student supports would be my first priority. I would engage with stakeholder groups, listen, learn and get feedback on areas where changes can be made. Difficult decisions would be made transparently with the long term financial stability of our district in mind.
Every student deserves equitable access to a high-quality education. We must work together to review data, identify gaps, and target supports and resources where they are needed most. When administration and educators work together with families and the community to remove barriers and build a sense of belonging, our students feel safe, valued, and seen. This creates an environment where every student can succeed.
I’m a parent of three children in the district and a building substitute at JES. I’ve also volunteered on school and district committees, giving me a strong understanding of how our public school system works. I approach conversations and decisions with an open mind and listening ear. I believe in reviewing data while also engaging students, parents, teachers, and community members to ensure their perspectives are heard and considered.
I'm a Chanhassen parent with a child in our schools, and I bring 15+ years of business and budget leadership to a board that oversees a large, complex budget. I know how to read a financial statement, ask hard questions, and make sure every dollar reaches the classroom. My focus is simple: accountability and students first. That means clear goals, honest measurement, and decisions made in the open where families can see them. I don't bring an agenda beyond strong schools and responsible stewardship of taxpayer dollars. I'll listen to teachers and parents, show up prepared, and hold the district to results. Our students deserve a board member who treats this like the serious fiscal and academic responsibility it is.
1)Fiscal accountability, because every dollar should reach students and families deserve to see where their taxes go. 2) Academic excellence, because strong reading and math are the core of what schools owe kids, so I'll push for clear goals and honest measurement. 3) Supporting teachers, because results start in the classroom and we must back the people doing the work. These reinforce each other: sound budgets fund strong teaching, which drives student achievement.
Protect the classroom first. I'd cut from the outside in, starting with administration, overhead, and non-essential contracts before touching teachers or student programs. That means a line-by-line budget review, benchmarking our spending against comparable districts, and prioritizing what directly drives learning. Cuts should be transparent, data-driven, and shaped by teacher and family input, not made behind closed doors. Declining revenue is exactly when disciplined stewardship matters most.
Start with honest data, because you can't close a gap you won't measure. Every student, regardless of income or background, deserves high expectations and the support to meet them. That means early intervention in reading and math, targeting resources where kids are falling behind, and making sure no school is under-resourced. I'd also work to remove practical barriers like transportation, fees, and access to tutoring and technology. High standards paired with real support serves every student.
I'll show up and listen year-round, not just at election time. That means open office hours, visiting schools, and real two-way conversations with teachers about what's working and what isn't. Families should get plain-language updates on budgets and results, and clear ways to weigh in before decisions are made, not after. I'll treat teacher experience as essential expertise, not a box to check. Transparency and access build the trust that good decisions depend on.
I can only compare myself the other incumbents running for re-election in our district: Ellie Krug, Tim Klein, and Jenny Stone.
I am the only incumbent, and, for that matter, school board director, who supports:
1. Balanced budgets,
2. Adding numeric Key Performance Indicators to our superintendent’s contract (Enrollment, Student Achievement, Financial Condition of the District, and Decreasing the Achievement Gap Between Non-White and White Students),
3. Counting every vote cast in every school board election,
4. Notifying parents of violent students in their student’s classroom,
5. Only girls in girl’s sports,
6. Letting the voters decide to re-authorize levy referenda,
7. Allowing parental input into library material selection.
1. Increase enrollment, which has declined since 2018. We must aggressively market to potential students and increase budgets for Early Childhood Family Education (80% of their student participants enroll in our district), and our Marketing Department. Hold the Marketing Department accountable for results.
2. Right-size our administrative and real estate footprints, and,
3. Have an independent audit of our expenses to make sure maximum dollars flow to those closest to our students.
Declining enrollment causes our declining revenue = our district's biggest issue since 2018.
My strategy would be to, first:
1. Cut people, departments, and expenses that are farthest from the classroom,
2. Increase to 4 years our student technology replacement cycle,
3. Avoid the construction and operation of any new buildings by assessing the classroom and functional capacity of our existing buildings,
5. Do not defer any building maintenance in an effort to "save money".
I can't address those concerns "in our education system", only in our school district.
Our top priorities, for all students:
1. Safety
2. Academic Achievement
You can't have the latter without the former.
If our students feel safe, they will come to school and be available to learn.
I led our board's efforts to:
1. Eliminate Bullying and Harassment, which had been "swept under the rug"
2. Reduce the achievement gap between non-white and white students, which had been ignored.
Board agenda are published prior to meetings and work sessions. I’m happy to follow-up with anyone who wishes further discussion, whether we agree, or not. I learn from those with differing opinions.
It's common for me to amplify anonymous teacher and family concerns at board meetings, as, in some instances, they are concerned with reprisals from our administration.
My email address and phone number are published on the school district’s website and in my League of Women Voters profile.
As a 32-year Carver resident, parent of district graduates, and veteran public school math teacher, I bring an essential educator’s voice to the school board where I currently serve as Treasurer. I live the daily impact of our decisions. My background uniquely qualifies me to bridge the gap between policy and the classroom. While navigating complex local, state, and federal mandates, I am committed to collaborative, legal, and beneficial solutions. Working partner-to-partner with families, staff, and board members, I ensure our choices remain rooted in what is best for students so everyone has the opportunity to thrive.
My top three priorities are Teaching & Learning, Maintaining & Expanding and Collaborative Accountability. We must advance academic excellence and close achievement gaps by driving curriculum innovation and expanding vocational pathways. To maintain and expand, we protect community investments by ensuring safe, inclusive schools and robust extracurricular access. Finally, partnering with staff and the community for shared fiscal responsibility, ensuring the greatest impact of every dollar spent.
My strategy centers on collaborative fiscal accountability and maximizing operational efficiency. I will scrutinize every budget line, optimize existing operations, and maintain a lean framework. By prioritizing resources that directly impact classroom success, we protect our core educational framework. We must handle declines responsibly so that adjustments minimize the burden on taxpayers while preserving essential student support and keeping our strong momentum going.
Focus on expanding pre-school access and refining our a solid reading curriculum from pre-K through elementary. At the secondary level, I support expanding rigorous middle school choices alongside diverse vocational, college, and impactful high school programs like BARR and AVID. Combining robust learning pathways with expanded mental health resources ensures every student, regardless of background, has the equitable tools they need to feel seen, valued, safely supported and empowered to thrive.
Engagement must be collaborative, fostering strong relationships within our schools and the entire community. To make informed choices, we must routinely seek the insights of our dedicated teachers, the lived experiences of our district families, and the goals of our local community. I will focus on intentional outreach and active listening sessions. I will ensure that diverse voices are genuinely heard, respected and included before any final governance decisions are made.
