I am the parent of four current District 203 students. They are now in 4th, 6th, 9th, and 10th grades. Eleven years in, we are vested in the continued success of our schools.
For over four years I provided direct constituent service here in District 203. I fielded the calls and emails from concerned and proud community members. That provided me with unique insights into the needs of our families, students, and staff.
I am also an attorney and community advocate. I understand policy from advocacy to implementation. Those skills will be crucial as we adapt to the changing landscape of public education.
My top priority is preserving the quality of education and programs we currently have in District 203. That means intentional planning and focusing on financial resiliency.
We also must focus first on meeting the individual needs of the students we serve. We have achievement gaps for certain student groups. We must continue our efforts to close those gaps. I believe doing so will support all students. One part of this is setting policies with student success prioritized over magazine headlines and external rankings.
The proposed schedule identifies true needs, among them:
1) More math instruction in Junior High;
2) Ending the practice of pulling music students from core classes; and
3) High school starting too early - bussing in the 6:00am hour and students waiting with minimal supervision.
So far the District has failed to connect the dots between those needs and the plan proposed.
Transparency and clear communication are missing from the process. As a parent, it is concerning when my High School students can glean more accurate information from the student rumor mill than I learned by attending the first listening session. We must respect our parents and community by communicating plans directly.
I am increasingly concerned about the time remaining to implement any changes. Parts of the proposal require collective bargaining. Our last negotiations with NESPA and NUEA carried into the school year. That does not bode well for collaborative negotiations in time for the 2025-26 school year.
Losing Federal Education resources is an alarming and real prospect. Federal programs directly fund around 3% of our budget. They also provide protections for our most vulnerable community members — low income students and those with disabilities. Federal education policy supports our school lunch program, the ADA, Individuals with Disabilities Education Act, Title I funding to close achievement gaps, teacher training, and Section 504 protections. These are all essential programs.
Thankfully, public education is primarily a State prerogative. Federal policies influence us through elective funding opportunities. If those are lost, protections remain through laws like the Illinois Human Rights Act.
Serving all students to the best of their abilities will always be the right thing to do. Our community values did not change with a new federal administration. As a Board member I will stand by our values with or without Federal mandates.
We are a “Community Unity School District.” Our decisions should reflect that community.
Each stakeholder is an expert in their own right. Administrators are subject matter experts, but parents and staff are experts on their own needs and experiences. As a Board we must welcome and consider each experience.
Community and Administration roles are not inherently in conflict; they can be complimentary. When parents or staff identify a need, the administration should use its expertise to determine ways to meet that need.
I trained as a mediator. That taught me that collaboration out weighs conflict. By building trust and respecting all experiences, we can reach solutions that serve all sides. That will always be my starting point when making hard decisions.
Campaign Phone
615-839-6482
I worked in finance for 30+ years at Fortune 500 companies and was a CPA at Arthur Andersen. I have lived and worked in Europe. I’ve lived in Naperville for the last 12 years and my daughter attended 203 schools. She was inspired by her teachers to go into education and is a substitute teacher in district 204.
As a school board member, I am able to leverage my professional skills and experience to provide the necessary oversight of the budget, audit, contract management, policy, and using metrics to drive accountability.
My living overseas gives me the understanding and appreciation of diversity and how important it is for our students to become global citizens and value and embrace different cultures and individuals through mutual respect.
I care about our community and I am on the boards of local environmental organizations, Accelerate Climate Solutions and the River Prairie Group of the Sierra Club, and was appointed to the Executive Board of the Alive Center.
I am concerned about attracting and retaining teachers and staff who make the district successful. The district completed a survey last year to get a pulse on the morale of the staff. While the results have not been released I feel that this will be something the district and Board of Education will need to address. It is always helpful to get input and use that information along with other data points and work collaboratively on a plan to address critical areas.
I am also concerned about DE&I being under threat. It is about every student getting an equal opportunity to succeed and as a community it helps each student achieve their potential. This includes students from immigrant families, special needs students, and LGBTQ+ students. As our students go to college or start careers they will meet people who are different from them. And appreciating and respecting our different traditions and experiences makes us all more knowledgeable and makes our community stronger.
While there are a lot of positives in the proposal I do have concerns. First, the community needs clarity on which changes are being made to improve student success and which changes are efficiency driven. We need a way to prioritize the changes and focus on what will achieve greater student success. Second, I am concerned about getting changes implemented by August 2025 - the next school year - given that teachers will need to redo lesson plans, contracts will have to be negotiated, and parents will need to adapt to changes in the school start and end times. There has been a lot of feedback from parents, teachers, and students that has me concerned about making significant changes without hearing more from the 203 community and addressing their concerns. We are a great school district and I do not want to see students, parents, staff, or teachers suffer because we are not fully prepared for implementing the changes.
District 203’s current school year budget includes $9.5 million in funding from the Federal Government. Some of the programs these dollars fund support the neediest of our students through Title I ($700k) that helps low-income students meet academic standards, IDEA ($5.2 million) that supports students with disabilities, and discounted and free meal programs ($2.1 million). If this funding were to stop it would have an impact on our district’s ability to meet academic standards and provide the food for our children in need and would put stress on our resources. I would partner with other elected officials at all levels to seek alternative funding sources. It is important to note that the Department also provides critical research that is shared with states and school districts to help improve performance and measure results. This information is invaluable to educators who are tasked with improving student performance.
It is important that the school board gets the facts and listens to what parents, teachers, and staff have to say, whether you personally agree or not. The board is tasked with making decisions that are in the best interest of the students and that need to be each member’s North Star. Sometimes decisions may not be popular, but it is then the job of the school board to provide leadership to the community explain and support the decision. Other times, we have to listen to our community and stand up for the concerns they have. A good example of this is the Innovative School Day recommendations. While there is a rationale as to how this would benefit our schools and students, there have been very serious concerns raised by parents, teachers, staff, and students. I feel strongly that we need to wait on making a decision on this proposal until we have the answers to address these concerns.
Campaign Phone
7739728188
As a mother of four children currently students in district 203, I am seeking a second term on the District 203 School Board. Below I outline the three things that helps me stand out as a candidate.
1. Experienced Leader & Advocate – As a Licensed Clinical Social Worker with over 20 years of experience in youth and family services, I have dedicated my career to supporting children’s mental health and well-being.
2. Committed to Education & Equity – As Executive Director of the Alive Center, I empower students through free, inclusive programming. I understand the challenges youth face and will prioritize mental health, equity, and student success.
3. Proven Community Engagement – As a longtime nonprofit leader and school board candidate, I have worked closely with families, educators, and policymakers. I am committed to collaborative, transparent leadership that puts students first.
One of the most critical issues facing Naperville School District 203 is youth mental health. Students continue to experience high levels of stress, anxiety, and depression, impacting their academic and personal success. In my first term I advocated for increased mental health resources, including more school-based counselors, social workers, and partnerships with community organizations to provide comprehensive support.
Additionally, equitable access to education is essential. I will work to ensure all students have the resources they need to thrive by supporting inclusive policies, academic interventions, and culturally responsive practices. In my 1st term I voted to ensure all schools had multilingual services for students.
Finally, strong community engagement is key to a successful district. I will prioritize transparent communication and collaboration between families, educators, and district leadership to build trust and make informed decisions that put students first.
The Innovative School Day initiative is an important step toward ensuring Naperville 203 schools remain relevant in a rapidly changing career landscape. As industries evolve, we must equip students with strong critical thinking and STEM skills, including increased math instruction at the elementary and junior high levels to build a solid foundation for future success.
Additionally, this initiative addresses key challenges such as transportation inefficiencies, chronic absenteeism (15%), high school tardiness (50%), and behavioral incidents during unstructured time (30%). A well-structured schedule can create safer, more productive learning environments.
However, for this to be successful, we must ensure collaboration and transparency with staff and parents. Gaining their buy-in and support through clear communication and thoughtful implementation will be critical to making this initiative effective and sustainable. I would like to see a revised implementation plan.
If the Federal Department of Education ceased to exist, the direct financial impact on Naperville School District 203 would be limited, as less than 10% of our funding comes from federal dollars. However, the biggest concern would be the future of IDEA (Individuals with Disabilities Education Act) funding, which supports students with disabilities. While federal leaders have stated they would continue this funding, we must remain vigilant and proactive in ensuring our highest-need students receive the services they deserve.
Regardless of federal changes, Naperville 203 remains committed to equity and excellence, ensuring all students—especially those requiring specialized support—have access to high-quality education. We would work closely with state and local leaders to maintain strong funding and advocate for policies that uphold educational opportunities for all students.
Balancing community feedback with the administrative team’s expertise requires transparency, active listening, and a student-centered approach. I believe in engaging all stakeholders—families, educators, and district leaders—to ensure decisions reflect the community’s values while maintaining the district’s long-term vision.
The administrative team provides critical data and operational insights, while families and staff offer firsthand experiences that shape our schools. When making tough decisions, I will prioritize open communication, forums, and surveys to gather diverse perspectives.
Ultimately, my guiding principle will be "What is best for students"—academically, socially, and emotionally. I will work to build consensus, ensure decisions are well-informed and equitable, and foster trust by explaining the rationale behind choices while continuously seeking community input.
Campaign Phone
773-732-2172
I’ve worked with families in District 203 for 6 years and currently serve as Home & School President at Maplebrook Elementary, giving me firsthand experience collaborating with parents, teachers, and administrators to strengthen our schools. Second, I hold a Master’s in Public Health and my career is in forensic engineering where I analyze complex systems for a living, so I know how to look at data, ask tough questions, and find solutions that work. Third, I’m approachable and deeply committed to listening to all voices. I believe in building trust and working together to solve problems, not just identifying what’s wrong, but helping create a path forward that supports students, staff, and families. I will always put the best interest of our students first while making thoughtful, informed decisions that reflect our community and stakeholder's needs.
Teacher retention and morale are critical issues, as our teachers are the backbone of student success. We need to ensure they feel valued, supported, and heard. I also see growing student achievement gaps that must be addressed with data-driven strategies and equitable support. Lastly, we need a more collaborative environment where parents, students, and teachers are heard, and their feedback leads to real action. I would advocate for transparent communication, regular feedback loops, and solutions that allow us to measure progress, adjust when needed, and ensure all students and staff are thriving.
I am opposed to the Innovative School Day as it’s currently outlined. I don’t believe the needs of the community, staff, and students were fully taken into account during planning, and I have serious concerns about rushing implementation by August. A change of this size requires more research, data, and meaningful input from all stakeholders to ensure it’s the right move for our district. I support innovation when it’s thoughtful and collaborative, but this process feels rushed and incomplete. I would advocate for slowing down and engaging the community in a real conversation before moving forward.
If the Federal Department of Education ceased to exist, District 203 could lose important funding streams tied to special education, Title I, and student support services. It would also create uncertainty around standards and protections for vulnerable students. While local and state control would increase, we’d need strong leadership to ensure equity and quality are maintained without federal guidance. I would advocate for protecting students’ rights, maintaining high educational standards, and working closely with state leaders to fill any gaps left behind to ensure all students continue to thrive.
Balancing community feedback with the administration’s recommendations is critical. I believe in listening to all voices, parents, students, staff, and administration, because good decisions require understanding how policies affect everyone. I would approach tough decisions by asking thoughtful questions, looking at data, and making sure community input is not just heard but considered in the final decision. While I value the expertise of the administrative team, I would never rubber stamp decisions that don’t align with what’s best for students and families and the district as a whole. My goal is to find solutions that reflect our community’s values while ensuring strong leadership.
Campaign Phone
9197292874
1) I have a passion for service and community:
I moved to Naperville in 2010. My wife Jeannie and I raised our daughters here, both District 203 graduates. My passion for service led me to the School Board, and it remains my driving force. I believe every student deserves the opportunity to reach their full potential, and I am committed to fostering excellence in our district, which ranks in the top 1% nationwide.
2) I have proven collaboration and problem-solving experience:
With 25+ years as a Fortune 500 marketing executive in healthcare, I bring strategic, results-driven leadership. In my current roles as a business consultant and adjunct professor at St. Catherine University and College of DuPage, I apply my expertise to solving challenges and preparing future leaders.
3) I have a tireless commitment to the role:
For eight years, I’ve worked to balance educational excellence, fiscal responsibility, and community expectations. If re-elected, that commitment will continue.
Critical issues I see are: 1) Student Growth & Belonging – Ensuring all students receive the support they need to succeed. We must continue investing in mental health, providing resources for individualized learning, and closing achievement gaps while maintaining excellence for top performers. The work we have done toward building a sense of belonging in our students is foundational to their success, and must continue. 2) College & Career Readiness – Equipping students with the skills needed to thrive in life whatever path they choose. Critical thinking, adaptability, communication, and problem-solving are essential in today’s evolving world. We must expand opportunities for hands-on learning and career exploration, while maintaining our strength in college prep. 3) Financial Stewardship – With uncertainty in public education funding, we must maintain responsible spending, maximizing results for every dollar invested. This has been a district strength, and we must remain diligent.
As an exemplary school district, I believe it is important that we are constantly innovating and adapting to ensure we are providing our students with the knowledge and skills to succeed in an ever-evolving world. However, I do not support the Innovative School Day proposal presented on February 3rd. Conversations I have had directly with parents and teachers have raised significant concerns that remain unaddressed—two such concerns are start times and teacher training.
The proposed start times would disrupt family routines, creating challenges for both parents and teachers with children. Additionally, teachers have not received training on implementing these changes or how to adjust lesson plans appropriately. While training is included in the plan, uncertainty remains about whether our staff will be ready to meet the proposed timing. Given these unresolved concerns from our key stakeholders—parents and teachers—I cannot support moving forward with the current proposal.
If the Department of Education going away meant that the funding were to go away, we would have a significant gap. Currently, our school district receives approximately $10 million in federal funds (about 3% of our budget) Our federal funding is used mainly for Project IDEA (Special Education) and our Free and Reduced Lunch programs. The proposal being floated at the federal level is not expected to cut those dollars. Without those funds, we would have to make decisions about how we would reallocate resources to protect the services that we are using those dollars to fund. We have always prioritized those programs and would continue to do so in the future.
Also, education at the local level is governed by the state, and we are fortunate to live in Illinois where education has been a priority. We follow state guidelines and standards, which will not go away even if the Federal Department of Education were to be dismantled.
Our first responsibility is to the community— to the kids and families we are here to serve. Our job is to provide our students with the skills and knowledge that will enable them to be successful. Any proposals from administration must be viewed through that lens. The administration is charged with developing and proposing programs that serve the best interests of our kids and the community, so from my perspective it is not about balance, it is about meeting the needs that we are charged with meeting, and any proposals that don’t meet that standard should not move forward.
