Campaign Phone
(309)287-6721
Campaign YouTube URL
I am committed to ensuring every student has access to a strong and equitable public school system that empowers them to reach their full potential. I believe in fostering educational excellence, implementing equitable practices, and promoting open communication and collaboration to ensure transparency for all stakeholders.
I strongly believe in using data-driven insights alongside parent and educator feedback to assess student outcomes and guide strategic goal-setting. It is essential to challenge students who are excelling while also ensuring that effective programs are in place to support those who need additional help to improve their performance. This takes everyone's input. I propose increased collaboration across all key stakeholders to help improve and enhance student outcomes.
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As a school board candidate running for reelection, I recognize the many factors that contribute to positive student outcomes. I am committed to working collaboratively with our superintendent, to enable recruiting and retention of top talent while responsibly managing our financial resources to ensure that all aspects of education— including facilities, staffing, and student programs— are adequately supported.
I understand that school safety is a top priority for our community. I am committed to ensuring we as a board work collaboratively with our superintendent to ensure we understand the security and safety needs of our schools while also ensuring that we have adequate mental health services so students receive the support and connection they need. Additionally, I will advocate that we have a long term strategy, roadmap and plan to implement the latest technology advancements that enhance the safety and security of our schools such as camera upgrades or additional cameras based on assessment of our facility admin professionals.
To continue supporting Unit 5 in its mission of educating each student to achieve personal excellence, it is crucial to establish a financial foundation to attract and retain qualified educators. In my current term, financial stability was attained without raising the tax rate, ensuring long-term stability in the Education fund for salaries and materials. In a second term, I aim to similarly deliver the means to ensure long-term maintenance of and security for our 24 school buildings, again without a tax rate increase. The updated Unit 5 strategic plan, recently developed with extensive community input, will guide my vision as I strive to incorporate the perspectives of all stakeholders in Board matters.
An emerging issue is whether federal funding for the National School Lunch program and services through Title I, IDEA, and Head Start will continue. Unit 5’s budget depends on this support to meet the needs of our students from low-income households and those with disabilities. Ensuring adequate revenue to maintain existing services is the primary concern. Another key focus is reducing and balancing class sizes at all levels. I support our Superintendent's efforts in forecasting the district's shifting demographics and aim to work with the Board to optimize facility usage. The goal is to create better spaces for individual and small group intervention, physical and occupational therapies, and social/emotional and mental health services.
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The positive influence of a favorite educator can be life changing. Someone who recognizes hidden talent, expands horizons, helps to overcome obstacles, and pursue interests. It is increasingly difficult to find these mentors for our youth. Fewer graduates pursue careers in education, and those who do face countless mandates that obfuscate responsibilities. I believe the recruitment of teachers begins binarily back in primary school. Thus, it is vital to provide for today’s students a remarkable experience with an engaging, collaborative environment, cultivating an early love for education. Leadership holds responsibility to provide attractive salary and benefits, and to develop an administration that supports a purpose-driven culture.
School safety is central to Unit 5's strategic plan, and I stand with families concerned for their child’s well-being. I support initiatives to retrofit schools with secured entrances that prevent guests from accessing our facilities beyond the main office, implement simplified visitor verification technology, and ensure background checks for service providers present during school hours. Adhering to district policy and all laws regarding an individual’s privacy is a must. Maintaining quality communication systems that integrate with local first responders is crucial. And regarding physical threats, preparation is key. I commend our Director of Safety & Security and team for their efforts in emergency preparedness for staff and students.
Campaign Phone
864-320-9399
I believe in public education and believe that board service is my best way to positively support Unit 5 Schools.
I am a past educator and a past school administrator. I began my teaching career in South Carolina serving at the middle school and high school levels. In Illinois, I taught and was an administrator in the Morton school district then served as an assistant principal at Bloomington High School.
I believe in the development of the whole-child and know that passionate classroom teachers, coaches/sponsors, and school administrators are key to successful learning. I feel my greatest impact moving forward is through board service to support the growth of all students, educators, administrators, and staff in Unit 5 Schools.
In order for students to have access to high quality education they must feel safe in their schools. I fully support initiatives that ensure safety for everyone in our school buildings. These include physical safety as well as the mental safety for youth to learn and teachers to teach.
Teachers and administrators are met with expectations to support students during times of personal trauma or the inability to access basic human needs. My goals are to ensure teachers are equipped to navigate those needs of their students while being supported by administrators that have the training and time to help the teachers and students, all while being supported by a board that understands the realities of the current students and classroom needs.
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Having worked with numerous different school districts, I have learned that each district has a climate and culture that meets the needs of the community it serves.
To ensure longevity of great teachers in the profession, I believe there must be continued professional development, supportive growth-based feedback to teachers, and an administrative structure that works alongside classroom teachers. Knowing that most educators leave the profession within the first five years, I plan to learn and better understand how new teachers to the profession are being supported in their growth and learning. Likewise, new administrators coming out of the classroom or moving into the district should be engaged in district-supported growth and learning.
School safety starts at home with parents/guardians talking with their students about what is acceptable and appropriate while at school. I might ask (and plan to learn), “What is the school district doing to ensure parents/guardians are learning about their role in helping keep our schools safe?”
School districts, given the proper funding, have the opportunity to augment protections for all students and staff by increasing campus safety through secure entrances, surveillance, school resource officers, and mental health support.
I fully support the countywide one-cent sales tax ballot question as I feel it will give the proper financial structure for McLean schools to take next steps with school safety, both physical and mental.
