WRITE-IN?
No
DISTRICT
Milan
PHONE
7343093057
WEBSITE
gabeburdetteformilanschools.com
Campaign Phone
7343093057
Number of years as resident
19
I have a bachelor’s degree in economics and business from Kalamazoo College, a master’s degree in accounting from Eastern Michigan University, and a post-graduate certificate in finance from Davenport University. I am the Manager of Finance at Trinity Health Ann Arbor Hospital. I am a Certified Public Accountant. I was appointed Trustee on the Milan Board of Education in December of 2024. Since then, I have earned level one and level two merit certificates as well as a finance certification from the Michigan Association of School Boards. School funding comes from tax dollars. As a finance professional, I believe the school board has a responsibility to inform taxpayers on how their hard-earned money is being put to work.
It is my goal to make our school finances transparent, accessible, and approachable to everyone. I will include a one-page, jargon-free visual summary with every major budget presentation. Also, I will work with the communications committee to expand our Big Red Board Chats by dedicating an approachable 15-minute window of time for community members to ask direct questions about school funding. Lastly, I will highlight projects purchased with the recently passed sinking fund millage dollars and list them with a basic, color-coded project tracker to enable taxpayers to easily see if our infrastructure upgrades are on time and under budget. I will work closely with school administration to get the visuals added to the district website.
According to our 2025-2026 Benchmark Achievement Goals document in the transparency section of the Milan Area Schools website, we met or exceeded district annual growth goals in both math and reading at the elementary and middle school levels. At the High School, Math proficiency increased in all three grade levels tested from Fall to Spring with 9th and 11th graders outperforming the Michigan state average. While these numbers are encouraging for the district, the students will continue to improve. As a board, we continually recruit and keep talented teachers in both subjects. We also approved the purchase of the Science of Reading curriculum before it was mandated by the State. I am looking forward to seeing improved outcomes over time.
The board should prioritize returning the district fund balance to the minimum goal of 10% of expenditures. A 10% fund balance reserve is a necessary compromise. It is the lowest safety net recommended to cover emergency expenses and tax revenue delays without underfunding classrooms or hoarding taxpayer dollars. If our fund balance dips to 5% or less, the State of Michigan can send an Emergency Manager to take over our district finances. Maintaining a healthy fund balance prevents state intervention, protects teachers from layoffs, and prevents student programs and services from being cut. The board should continue scrutinizing expenditures, with special attention paid to expenditures that do not directly impact student achievement.
The MAS General Fund Balance has been decreasing since 2020 - 2021 due to declining student enrollment and rising costs due to inflation. As a member of the finance committee, I will continue to review district expenditures, look for cost savings opportunities, and ways to recoup expenses. In practice, that may look like encouraging energy efficiency as a means to help address rising utility costs and improving our district facility rental process to increase rentals as a way to recoup building maintenance expenses.
WRITE-IN?
No, I secured signatures to get on ballot
DISTRICT
Milan
WEBSITE
voteangelachidester.org
Number of years as resident
17
I have a BS in Biology from Heidelberg College. I started a PhD at MSU before deciding on a career at the Advanced Genomics Core at U of M. I have been there now for 21 years. I also taught Biology Labs at my alma mater for a time, so I have some teaching experience to give me the benefit of that perspective.
I have been a Scout Leader since 2014, holding a variety of leadership positions that provided experience and skills in effectively running a group, serving youth, organizing effective leadership, developing a vision for success, and being a model leader. I invested myself in training and leadership at all levels. I earned Woodbadge certification, an advanced national leadership course. I'm honored to be asked back as staff in spring.
Every child deserves to walk into school feeling safe and valued. Advocacy for safety protocols, mental health support, and fostering an environment conducive to learning.
Every decision made should start with: is this good for our kids? Student Engagement is of particular interest to me. None of the work that is done matters if the students are not engaged. Student Engagement is constantly evolving. It is a challenge demanding creative solutions. Work with students, meet them where they are. There are ways to inspire students with no funding.
Parents, teachers and neighbors need to be heard. Open forums, coffee chats, emails — help us to make sure the board reflects the community it serves. Together, we learn.
There are a lot of new programs focusing on the needs of students. Most often when achievement is low, there is an unfulfilled need. Establishing and monitoring food programs to make sure nutrition needs are being met, study programs so that students have time for homework and access to internet, mental health support for struggles with social and emotional development, drug prevention programs, disability and alliance advocacy and support, anything and everything that we can do to meet their needs. Because no student should feel like they are a failure if they need something that we can be helping with.
Tax dollars deserve respect. Thoughtful, accountable spending, and smart investments that serve students. We can do more with what we have when we're honest about priorities. It is also important to make sure that people know where to go if they want to be informed about spending. Everything is published, if the community wants to be aware.
You want to make the choices to have the best possible benefit with the dollars that you have. Benefit as many students as possible with the programs and upgrades.
When it comes to infrastructure, there must be a careful prioritization for maintenance so that maintenance doesn't become repair. But you also have to budget for those unexpected repairs that happen in aging buildings.
In my opinion, the biggest issue is declining enrollment, because it underlies all of the other issues. Enrollment is down across Michigan. Initially parents chose to homeschool out of necessity from the pandemic, and all of its cultural shifts. But many were reluctant to return. The most common cited concern was the school environment--including safety, drug exposure, and negative peer pressure.
We need to restore the trust in our schools, and that comes with a focus on families and what they need. We need to have conversations with the community about how to work together to restore their trust in the school system. Because it has to be a joint effort to move forward.
DISTRICT
Milan
Number of years as resident
16
I believe we are always learning and growing. My background includes a Bachelor of Applied Science in Computer Forensics, service as a disabled U.S. Marine Corps veteran, and business owner. I am especially proud of fostering 19 children from diverse backgrounds, many having experienced significant trauma. I provided a safe, loving home while helping them build confidence and skills for adulthood. I serve on a sex education advisory board, support local school districts through agricultural and science projects, and provide financial support for suicide prevention and anti-bullying efforts. I strive to serve others and strengthen my community.
Thepriorities should be student achievement and responsible management of our school budget. Six years ago, our Board ran on promises to improve both, yet here we are in 2026, and the results appear worse. I don’t mean to sound like a Debbie Downer, but the facts speak for themselves. If we truly want different results, we must be willing to consider experienced professionals from other districts who have successfully implemented meaningful improvements, rather than continually promoting people from within the same circle. If we keep doing things the same way, we can’t expect different results. New perspectives, accountability, and proven leadership are needed to create meaningful change.
Improving student achievement starts with high expectations for every child, regardless of income or background. We need to focus on strong reading and math instruction, early intervention, tutoring, attendance, and meaningful support for students who are struggling. Teachers should have the resources, training, and support they need to succeed. We should study successful schools and districts, welcome new ideas, and bring in proven expertise when necessary. Every dollar in the budget should be evaluated based on its impact on student learning and safety. Most importantly, we need accountability, collaboration, and a school culture where students feel safe, respected, included, and challenged to reach their full potential. Our children dese
Think of the school district like running your household. Before you cut things your kids need, you look at where else you can save money. The district should do the same. Before cutting teachers, classrooms, sports, or student programs, we should look at administrative spending, outside contractors, consultants, overtime, travel, energy costs, and projects that can wait. We should ask, “Do we really need this, and are we getting the best price?” Every department should be accountable for how it spends taxpayer dollars. This isn't about cutting for the sake of cutting. It's about finding waste, saving money where we can, and protecting the things that directly benefit our students.
The most serious problems facing our school board are student achievement, accountability, transparency, and a culture of cliques and inner circles that can undermine trust. No Board member, spouse, family member, or close associate should receive special treatment because of their connection to the Board. Being connected to a Board member should never mean someone can act without accountability. Allegations involving bullying, favoritism, student privacy, or safety must be taken seriously and handled fairly. If elected, I will advocate for clear conflict-of-interest policies, consistent enforcement, independent review when appropriate, and transparency. Our schools belong to the entire community—not an inner circle.
WRITE-IN?
No
DISTRICT
Milan
PHONE
734-730-4904
WEBSITE
https://faroformilanschools.org/
Campaign Phone
734-730-4904
Number of years as resident
9
I was first elected in 2020. I've served as Trustee, Treasurer, VP, & currently as Board President. I am the Executive Director of the Michigan State Youth Soccer Assoc., serving more than 90,000 players. I oversee a staff of 12 and a $3 million budget. Serving on the School Board is a tremendous responsibility, and I am grateful for the opportunity to serve. My priorities are putting students first, supporting our educators and staff, strengthening our district, attracting and retaining families, and advocating for additional funding and resources from Lansing. There is still important work ahead, and I remain committed to thoughtful planning, responsible stewardship, and making decisions that serve our students, families, and community.
I remain supportive of the district’s strategic priorities because they keep decisions focused on students, families, & our community. I will continue reviewing academic outcomes and benchmark data to identify needs and guide decisions, while recognizing that standardized tests are only one measure of student success. I support two-way communication through Big Red Board Chats, giving families opportunities to ask questions and share perspectives. I will work with the Board and community to plan for responsible, long-term investments in facilities and Career & Technical Education (CTE). The 2024 sinking fund is addressing immediate facility needs, while the 2025 WISD CTE millage will support Milan programs and expand access to CTE courses.
I am committed to preparing every student to become the best version of themselves while fostering a supportive, caring, and inclusive community. Every student’s path after HS will be different, whether college, a skilled trade, the military, or another path. Our responsibility is to help each student discover their strengths, build needed skills, and prepare for life after graduation. Student success is a team effort. Student achievement is more than a test score. We should consider where students started, where they are today, and recognize their growth. Milan’s teachers and support staff bring valuable expertise, and the Board must support their continued professional development and provide the resources needed for student success.
By law, Michigan school districts must adopt preliminary budgets in June, well before final state funding information is known. Because much of Michigan’s school funding is tied to student enrollment, declining enrollment can directly affect district revenue forecasts and the budget. Our goal is a 10% fund balance, and in FY 2025, our audited fund balance was 10.45%. While state funding increased this fiscal year, it did not keep pace with inflation. The Board has a responsibility to carefully balance available resources with the needs of our students and educators. We also need to identify responsible opportunities for savings where possible to maintain long-term financial stability.
Michigan’s current state funding model presents real challenges. Most state funding is tied to enrollment. Other funds come with restrictions that limit how and where they can be used. This approach does not account for the unique circumstances of individual districts. I'll advocate for more state funding and flexibility to direct resources where they are needed most. Additional investment from Lansing would help small districts like ours provide competitive compensation and retain quality educators. I am also concerned about increasing student aggression toward educators and support staff. We need to do more to support school staff with the resources, training, and support they need to maintain safe and productive learning environments.
