I have been part of the Stillwater community for more than 11 years, raising my family here and spending the last five years leading our elementary parent group. My background in finance, along with my experience working with families and our schools, gives me a different perspective to bring to the board. I am running because I believe new perspectives strengthen a board. Experience matters, but so do fresh ideas, meaningful conversations and a willingness to ask questions. I want our students to be proud to be Ponies, love their schools and know their community believes in them.
My top three priorities are: 1) Financial sustainability: We need responsible budgets and long-term planning. 2) Enrollment and capture rate: Understanding why families choose other schools will help us attract and retain students, which directly impacts our funding. 3) Student success and communication: Protecting opportunities for students requires listening to teachers, families and our community and making sure their voices help shape decisions.
I would look at both sides of the equation: spending and revenue. We need to understand where we can be more efficient, but we also need to ask why students are leaving or choosing other schools and what we can do to attract and retain them. Enrollment directly affects our funding. I would use data, forecasts and community input to make responsible choices while protecting the programs and services that matter most to students.
Every student should have the same chance to succeed, no matter their race or their family's financial situation. I would look at the data to understand where gaps exist and listen to the students and families experiencing them. We need to make sure students have access to the resources, programs and support they need as equity means removing barriers so every student has a meaningful opportunity to succeed.
I believe teachers, families and students need to be more than people we “listen to” before making a decision. Their ideas, experiences and perspectives are an important part of the puzzle. When we bring people to the table, their input needs to be genuinely considered and not simply used to check a box. Showing people, consistently, that their voices are valued and heard will build trust and encourage stronger community engagement for years to come.
I believe I am the best candidate for this position because I bring professional experience, community commitment, and a collaborative leadership style. Through more than a decade working with a global leader in education, I have made decisions based on facts, accountability, and careful analysis while keeping people at the center. As a parent and community member, I am committed to listening, building trust, and engaging with students, families, and staff. I will ask tough questions, seek solutions, be a responsible steward of taxpayer resources, and always put students first so they can learn, grow, feel safe, and succeed.
Supporting student success, strengthening early learning, ensuring students with disabilities have the support they need, and maintaining safe, welcoming schools. Supporting educators by providing resources and listening to their voices. Building a strong future through responsible stewardship of taxpayer dollars, advocating for public education, and making thoughtful financial decisions that balance fiscal responsibility with the needs of students, families, and staff.
Before making additional cuts, we must advocate for more state funding, including support for unfunded mandates and increased per pupil funding. Working with other districts and communities can strengthen that effort. If significant cuts remain necessary, we should first review spending, identify efficiencies, and evaluate services that could be provided in house. Any financial decision should balance fiscal responsibility with its impact on students, families, staff, and the long term success.
Every student deserves access to the opportunities and support needed to succeed, regardless of race, background, or income. Addressing disparities starts with reviewing data such as achievement, attendance, discipline, and graduation rates to identify gaps and target resources effectively. It also requires listening to students, families, educators, and community members, whose experiences can help shape practical, lasting solutions built on trust, collaboration, and accountability.
Teachers and staff have a tremendous impact on student success and deserve to be heard, respected, and supported. They provide valuable insight into what is working and where improvements are needed. If elected, I will prioritize listening to educators and staff, seeking their feedback, and ensuring they have a meaningful voice in district decisions. Supporting our employees means providing the resources, training, and environment they need to help every student succeed.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
My first term on the Stillwater Area School Board demonstrated my ability to listen, ask hard questions, and make decisions with students, families, staff, and taxpayers in mind. I understand the responsibilities of board service and the importance of independent, thoughtful judgment. I’m committed to responsible stewardship of public dollars, strong schools, support for educators, transparency, and ensuring every student has the opportunity to succeed. I bring experience, integrity, and a steady focus on the long-term strength of District 834.
Student achievement: ensure every student has access to strong instruction, support, and opportunities to succeed. 2. Financial stewardship: align spending with priorities, protect classroom investments, and plan responsibly for long-term stability. 3. Trust and engagement: improve transparency and create meaningful opportunities for families, teachers, staff, and students to be heard before major decisions are made.
I would begin with a clear, data-driven review of programs and expenditures, using priority-based budgeting to distinguish essential services from lower impact spending. I would protect classroom instruction and services with the greatest impact on students, look for efficiencies before cutting programs, and consider enrollment trends and long-term consequences. I would communicate openly about difficult choices and avoid short-term fixes that create larger problems later.
I would focus on outcomes rather than assumptions by identifying achievement and access gaps and investigate the causes behind them. Then I would ensure resources and supports reach students who need them most, while measuring whether those investments work. I also support meaningful engagement with families and community groups whose voices may be underrepresented in district decision making.
Teachers and families should be heard before major decisions are finalized, not simply informed afterward. I will seek input through listening sessions, surveys, advisory groups, school visits, and direct conversations, while making sure feedback is accessible to families who may face language, economic, or other barriers. I will also clearly explain how public input was considered, even when the final decision differs from what some people requested.
I'm seeking re-election as a Stillwater Area Public Schools Board Director after six years of service, most of that time as Board Chair. This provides valuable continuity and a deep understanding of our district and effective governance.
I have helped lead the district through financial and operational challenges, set strategic direction, establish policy, oversee the budget, monitor outcomes, and manage the superintendent.
I also serve as Chair of the Association of Metropolitan School Districts, representing more than 40 Minnesota public school districts and advocating for sustainable public education funding.
My experience in education, strategic marketing, and communications brings a valuable perspective to this work.
My priorities are financial sustainability, student outcomes and strategic investment in our district’s future. Sustainable state funding, responsible budgeting and thoughtful local funding discussions are essential. Strategic investments should support student success, enrollment and opportunities for every learner. We should build on progress, use data to adjust when needed and listen to students, families, staff and community members while balancing input with the needs of the entire district
When faced with declining revenues, I would use priority-based budgeting to protect student experiences and outcomes in our strategic plan. Reductions should be evaluated based on student impact, priorities, legal requirements, and long-term sustainability. We must also advocate for adequate state funding and communicate clearly about financial challenges. If state funding remains insufficient, we should discuss additional local funding with our community, with voters making the final decision.
I believe addressing racial and economic disparities starts with recognizing that achievement gaps are often opportunity gaps. We should invest in early learning, remove barriers to district resources, and ensure students feel safe, seen, and supported. The Board’s role is to ensure these efforts align with district priorities, have appropriate resources, and are evaluated for results. I support expanding partnerships and opportunities that help every student succeed.
During my time on the Board, we've prioritized opportunities for staff, students, and families to provide input. We have strong practices, including public comment, feedback forms, listening sessions, advisory committees, and staff consultation. We have also made staff contract information available online, helping stakeholders understand issues affecting more than 75% of the budget. I will continue listening, improving access to information, and explaining how input informs Board decisions.
I believe elected leadership is an honor and responsibility to listen, represent, and serve. Some of the most consequential decisions affecting children and families are made locally, and they deserve an engaged, informed, and connected community. I bring 10+ years of experience working with families and nearly a decade strengthening partnerships and organizational impact through systems development, strategic planning, evaluation, and research. I bring my background in child development, education, leadership, and public service to the board. I will prioritize collaboration among students, families, educators, staff, unions, administrators, and the board so our entire school community can thrive.
My three priorities are trusted partnerships, strong and equitable school finances, and student mental health and wellbeing. These are deeply connected. Trusted partnerships help us navigate challenges together; strong, equitable finances support sustainable solutions; and prioritizing student wellbeing keeps us focused on our purpose: creating the conditions every student needs to thrive mentally, physically, socially, and academically.
Given current and potential federal and state funding cuts, district budget reductions may be necessary. I would engage students, educators, families, unions, and community partners to understand diverse perspectives and needs, while aligning decisions with the board and district’s strategic direction. I would use data thoughtfully, be transparent about difficult choices, and work collaboratively to identify equitable, sustainable solutions.
Recent state and federal data show persistent achievement gaps for students of color and Indigenous students, along with disproportionate challenges in mental health, safety, and belonging for students of color, Indigenous students, and LGBTQ students. As a school board member, I would prioritize processes that listen to, partner with, and meaningfully engage these students and families in shaping school culture, policies, and programs.
I believe the school board should engage teachers and families before a decision is made. That means creating meaningful opportunities to share perspectives, asking questions, understanding concerns, and considering what we hear as a part of the decision-making process. It also means communicating clearly about how decisions are made, translating processes and information so they are accessible, and following up afterward to explain what was decided, why it was decided, and what happens next.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
Candidate response is not yet available.
