I’ve served on the board for the past 3.5 years, including two years as vice chair and most recently as chair. That experience has given me a clear understanding of how the board works and what it takes to lead effectively. I’ve been part of difficult decisions, from renegotiating the superintendent’s contract to navigating major challenges, and I believe that background makes me ready to continue serving our community.
1. Strategic plan for the next 5 years - The last plan set a strong foundation. Now it’s time to build on that momentum and aim even higher.
2. Community involvement – We can’t move forward without broad engagement. I want to create more opportunities for parents, students, and community members to participate, contribute ideas, and be part of the solutions.
3. Review the process for free/reduced lunch documentation and help the community better understand district budgeting and policies.
Being an active board member has prepared me for situations like this. I’ve seen other districts face financial challenges, which has provided clarity when making tough decisions to maintain stability in our district. If property values declined and the district faced budget pressures, our board’s ongoing focus on fiscal responsibility would allow us to make only modest adjustments, carefully minimizing impacts on class sizes and students while preserving the quality of education.
Addressing racial and economic disparities has been a focus of mine for several years. On racial disparities, I’ve worked with district leadership, through the superintendent, to maintain focus on closing achievement gaps and reducing inequities. On economic disparities, through the Activities Advisory Committee, I’ve helped ensure that leadership actively communicates scholarship and support opportunities so all students have access to resources that support their success.
Engaging teachers and families is essential to effective decision-making. The annual survey is one of the best ways to reach the entire community, and we carefully tailor the questions each year to gather insights that guide our day-to-day decisions.
In addition, I participate in several committees, attend school functions, and spend time at monthly high school drop-off sessions, all of which provide opportunities to connect with teachers and families.
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I have deep roots in Richfield. My children attended RPS, and my spouse was an employee there for many years. I have also served on several boards and commissions, including the Board of Barbers and Cosmetology, the Health Advisory Commission, and am currently a Human Rights Commissioner. I care deeply about my community and the students of RPS that they are able to receive their education in a safe and welcoming environment.
If elected, my top three priorities would be:
1. School safety enhancements to provide a physical and psychologically safe learning experience
2. Curriculum content development that includes advanced technology and AI solutions so that students can compete in the current digital landscape.
3. Mental health wellness.
My strategies would include reviewing the current budget to find the least impactful areas to cut that would least affect school safety, mental health wellness and a competitive High School curriculum.
1. I would recommend that a strategic analysis is done to get the current data on where the disparities are most evident to find the root causes
2. I would solicit feedback from stakeholders regarding funding for actionable solutions
3. I would recommend we tap into community and corporate resources to provide experiences such as corporate mentorship programs, apprenticeship programs and skills training starting in Jr. High to High school, so students can graduate with a life skill.
I would seek their input and feedback through a variety of communication methods, allow time and space for clarification and collaboration to tackle and provide solutions and process changes.
I am a Richfield resident, a graduate of our schools, and a parent to a current Richfield student. I bring both lived experience and professional expertise from more than 20 years working in youth development and education.
I’ve built strong partnerships across schools and community, led youth-driven research on belonging, and know how to turn ideas into action. Most importantly, I care deeply about this community and believe every child deserves joy, belonging, and the support to reach their full potential.
My priorities are:
1) Fair access: making sure resources reach the students and families who need them most;
2) Belonging: creating schools where every child feels safe, seen, and valued;
3) Excellence with support: holding high standards while ensuring kids have what they need to succeed.
These reflect my experience as a parent and community leader who believes our schools can lift every child.
If cuts became necessary, my role would be to set clear priorities and ensure the process is transparent, fair, and centered on students.
I believe families, staff, and youth should have a voice in shaping those decisions. The board should guide leadership to protect what matters most (student learning, safety, and belonging) while making sure the community understands both the challenges and the choices.
Richfield’s diversity is our superpower, but too often race and income still predict which kids get opportunities. That’s not acceptable.
I will push for schools that celebrate who our students are and make sure every child has what they need to succeed. That means listening to families most impacted, tackling barriers head-on, and holding our system accountable so no student is left behind.
I believe the people closest to our schools should shape them. I’ll engage teachers, families, and youth through real listening, open communication, and transparent decision-making. That means creating space for voices that are often left out, sharing information clearly, and working side by side with staff and families to find solutions.
Strong schools come from strong partnerships, and I’m committed to building both.
