DISTRICT
Saline
Number of years as resident
14
After graduating from Saline High School in 1990, I enrolled in college to pursue a degree in Architecture. To help fund my education, a coworker from the Saline KFC and I started a small business (A&H Lawn Servic). As that venture rapidly grew, I decided to pour my full energy into making it a success. College isn’t the only path to success, and my journey is a clear example of that. While my career path may differ from other candidates, I strongly believe our leadership should represent all student pathways. My deep connection to this community led me to serve two terms on the Saline Board of Education, and I look forward to using my experience to foster strong collaboration between the board, the administration, and our incoming members.
Throughout my tenure on the board, I have observed how crucial a united front is to our collective success. While healthy debate is a natural part of governance, maintaining professionalism, consistency, and a shared purpose prevents the uncertainty that arises from isolated agendas. When our board functions smoothly, our administration and staff notice immediately creating a more stable, positive culture for both staff and students. With a new superintendent leading our district, it is vital that we grant her the operational space and support necessary to execute her vision. Following the recent launch of our recalibrated Compass and Strategic Plan, I am eager to work alongside the Superintendent and team to ensure these goals are imactful
Because every child learns differently, our Strategic Plan is vital to unlocking student success. I am committed to protecting distinct pathways to a diploma, whether through Saline High, Liberty High, or Liberty Flex. We must continue expanding these opportunities, by supporting both advanced placement and vocational programs. True accountability demands data-driven metrics. By leveraging MiSchoolData.org, we will track trends, expose achievement gaps, and direct resources where they are needed. Finally, investing in early childhood education gives our youngest learners a vital head start on a proven trajectory for K-12 success.
My top budget priority is the classroom. Every expense must directly support our students and staff. Fiscal responsibility means keeping a strong Fund Balance to protect operations from state funding shifts. However, large reserves deny today's students vital resources. The Board's target of 12% to 15% strikes the perfect balance. Federal pandemic funds helped us rebuild reserves from a meager 8.2% in 2018–19 to 24.6% by 2025–26. In recent contracts, we deliberately prioritized staff by initiating a planned spend-down of these one-time funds. While this drawing from reserves technically shows as a deficit, it is a purposeful strategy. We as a board will need to manage this closely and make sure that the burn off does not go below 12-15%.
Thanks to hard work alongside Superintendent Kowalski, our district is in a healthier position today. The problems of the past have evolved and are not as serious. Although we still have issues today, we are seeing real progress. Stabilizing student enrollment remains a top priority, and those numbers are finally leveling out. We are also actively turning the corner on district climate and culture, which hit a low a few years ago. Addressing this head-on is vital. By restoring clarity and trust among our staff and community, I will ensure our focus remains exactly where it belongs, on creating the best possible environment for ALL students to succeed.
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WRITE-IN?
no
DISTRICT
Saline
WEBSITE
charliehirst4sas.com
Campaign Phone
734-316-8182
Number of years as resident
4
I have been working with school boards for a decade. I first became involved in school board advocacy in Loudoun County Public Schools in 2016. After moving to Michigan in 2022, I worked as a school board organizer with Michigan Education Justice Coalition and served 4 years on the Saline Area Schools Diversity Equity and Inclusion Advisory Committee. I have built a network of school board members across the state and have connected with many national organizations that support public schools and local school boards. I understand the Open Meetings Act, Robert’s Rules of Order, and our complicated school funding system.
Those goals are empowering student voices and supporting ESPs. I want the student representative to the school board to be elected by their peers and have voting rights. I will accomplish this goal by speaking with students and parents to encourage them to write to the school board in support of this policy change and present public comments about why students should be involved in decision-making. I will speak with fellow board members to learn where we agree and disagree on this issue. ESPs do a lot of invisible work in the district, are short-staffed and lacking resources to serve students successfully. I will advocate for increased funding for ESPs to purchase walkie talkies and hire additional custodians, and groundskeepers.
Improving and equalizing student outcomes is one of the goals of my school board campaign. Saline Area Schools is dedicated to improving student achievement through high quality instruction, access to supports, and through collaboration with parents and caregivers. We need to provide early intervention and targeted support to students who aren’t meeting benchmarks. These supports can include tutoring, adaptive technology, para-educators, speech-language pathologists, social workers, and mental health professionals. We also need to increase instructional time, reduce class size, and deepen teacher-student relationships to improve student achievement. Improving student achievement requires a multifaceted approach addressing systemic barriers.
My budget priorities are focused on improving student outcomes and supporting SAS staff. We need to ensure SAS staff have all the training, technology, and resources they need to support students. We also need to tackle staff shortages by offering competitive pay, exceptional benefits and giving educational support professionals the same benefits as the teaching staff. We need to hire additional ESPs, mental health professionals, and a full time expulsion hearing intervention specialist. I would dedicate funding for professional development for teachers and staff with compensation for their time. We need to ensure every SAS employee has implicit bias training, disability awareness, and training to support LGBTQ+ students.
We must build trust between parents, teachers, and school staff. I'd partner with the City of Saline and local townships to provide community education and opportunities to bring people together around issues affecting our schools, and to offer a social outlet to combat isolation. We have few opportunities for shared experiences that bring diverse communities together. We need to spend less time arguing online, assuming bad intentions, and refusing to engage in courageous conversations and more time engaging in reality. I'll work tirelessly to ensure equal representation by empowering student voices, encouraging community engagement, and facilitating community conversations.
