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1. I want to ensure that all students have a safe and comfortable environment in which to learn.
2. I believe it would be valuable to improve two-way communication between the district and the students, parents, and residents of Jamestown.
3. I think we should do all we can to support our teachers and administrators so that they can continue to provide high-quality education and support to our students.
I think that exploring all options, such as state and federal funding for school lunches and building maintenance, would be very helpful in maintaining the work our schools do. I also believe that improving communication with the community will create better alignment on goals and, potentially, greater success with tax levies for large projects and necessary improvements.
I see the primary responsibility of a school board member as serving as a representative of the community to the administration. In this role, school board members best serve the students by ensuring good physical environments for students and supporting teachers and administration in their work.
The first and most important component of teacher recruitment and retention is compensation. After that, ensuring our teachers and staff feel supported through professional development and protecting their work-life balance are clear ways to help them feel good about their work and achieve positive outcomes for our students.
I believe the most important thing a school board member can do is to facilitate communication between the administration and the community. To achieve this purpose, I plan to spend time getting to know the issues our district faces by visiting school buildings, meeting stakeholders, and doing what I can to ensure the community understands and supports the work our district is doing.
Campaign Phone Number
701-368-9329
Support music education and the arts. Strengthen community partnership and parent involvement.
Be teacher-friendly, support retention of current teachers and build relationships that attract strong teacher candidates. Accountability to voters and parents. Safe and supporting schools for every student.
Right now, there is a budget deficit in the District, so it seems that adequate funding isn't available to run Jamestown Public Schools. I'm interested in seeking funding from the state and meeting with our District 12 and 29 representatives to inform them of our budget issues and encourage them to advocate for public schools in our state legislature.
Board members advocate for the programs, facility, and faculty needed to support a safe and productive environment for students to learn and thrive.
I would support teachers and staff by listening to them. I will work to ensure supportive working conditions and appropriate classroom resources. I want to make JPS a place where great educators want to stay and students benefit from stability.
I grew up in the public school system and my kids are currently in Jamestown Public Schools. I want to be involved in my kids' education. I see being a part of the School Board as a way to be informed and help positively influence education for public school students. I also want to advocate for public school funding from our state legislature and encourage them to invest in our future leaders.
My top priorities are to improve communication between the school board and the community and to develop a strategic plan for the district that will help the school board make more consistent and transparent decisions.
I would encourage the school board to take on more of an advocacy role on behalf of the district. This may include taking field trips to Bismarck to meet with legislators. Additionally, the district has been inadequately addressing the issue of declining enrollment. I would use my skills as a scientist to examine the causes of this decline and develop creative solutions to address this problem.
Almost all of the decisions that school board members make affect the academic outcomes of students. Yet, I think the current school board sometimes prioritizes financial or administrative outcomes over academics. Having a better decision making process that consistently places student academics at the center of all considerations would likely improve the academic performance of students in the district, and would foster more good will with parents and the community.
The current school board and superintendent seem to prioritize "efficiency" and financial considerations when negotiating with teachers and staff. The result is that many of the teachers and staff are overworked and don't feel adequately supported. I would insist that teacher and staff equity be added as a consideration to the district strategic plan and would advocate that teachers and staff be regularly consulted before making programmatic decisions.
I think that being a champion for the district means rebuilding the reputation of JPS as a place where teachers and students want to be. This means examining the reasons behind declining enrollment and lower teacher retention and making smarter decisions to address these issues. We can never lose sight of the fact that teachers and staff are paramount to district success and that all decisions have consequences for student learning.
Campaign Phone Number
7012518071
1. Continuously improve student outcomes by expanding robust, enriching learning opportunities for all students, both inside and outside the classroom.
2. Foster a culture of personal and professional fulfillment that prioritizes staff well-being, strengthening both recruitment and retention.
3. Strategically manage the district’s finances in response to enrollment trends, minimizing the impact on students and staff while maintaining the board's fiduciary responsibility to the public.
School boards have limited ability to directly “ensure adequate funding,” since the North Dakota Legislature sets school funding. Board members can play a meaningful role by actively engaging with local and state lawmakers, both during and between legislative sessions. Strong advocacy is essential to encourage legislators to provide robust support for public education while preserving local authority over levies. Boards can encourage administration to seek out funding sources such as grants.
Effectively governed school districts share a common focus: student outcomes drive every decision. The board’s primary role is to establish achievement goals and hold district leadership accountable for monitoring progress and reporting results. Board members should rely on administration for guidance on the relevancy of the goals and whether adjustments are needed. The board is ultimately accountable for student achievement, which may require making difficult decisions when goals are not met.
Competitive compensation is the strongest driver of recruitment, while employee experience plays the biggest role in retention. Districts should value employee tenure while also ensuring base pay remains competitive. The district must create an experience that supports both the personal and professional needs of its staff. Many of the quality-of-life aspects of teaching have eroded in current systems. Addressing this is essential for retaining staff and attracting students to the profession.
The JPS learning community is the district. The most effective way to advocate for this community is to place trust in our expert educators who influence students every day. Serving as an engaged board member is a meaningful way to support the district and public education as a whole. Seeking opportunities at the local and state level to champion public education has been a personal priority for me. Advocating for JPS extends far beyond attending monthly meetings.
My top priorities are expanding opportunities for students and ensuring the district operates efficiently, transparently, and in alignment with evidence-based practices. Student success starts early through strong curriculum, interventions, and supports at every level. I also believe we must support educators, strengthen school culture, evaluate enrollment trends and program effectiveness, and ensure policies and resources are producing strong outcomes for students and families.
I would advocate for fair state funding that reflects the real costs districts face, including staffing, special education, transportation, and student mental health supports. At the district level, I believe in responsible planning, transparency, and data-driven decisions. We also need to pay attention to enrollment trends and why families are leaving the district, because retaining students is important for both funding and long-term district stability.
School board members play an important role in setting the vision, priorities, and expectations that support strong academic outcomes. While the board is not involved in day-to-day classroom decisions, it is responsible for adopting policies, approving curriculum and budgets, monitoring data, and ensuring that the district uses effective, evidence-based practices. The board should support systems that help students succeed academically, socially, and emotionally while also supporting educators.
Recruiting and retaining quality teachers starts with creating a positive, supportive culture where educators feel valued and heard. Competitive compensation matters, but so do workload, professional growth, collaboration, and staff well-being. As student needs become more complex, educators need strong support systems and resources. I also believe transparent communication and evidence-based policies help build trust, strengthen morale, and improve retention.
I would champion the district by supporting strong opportunities for students, supporting educators, and building trust with families and the community. I believe in transparent communication, decision-making, and thoughtful long-term planning. I would advocate for strong academic pathways, whole-child support, and a positive culture where students and staff feel supported, connected, and valued.
