I am a proven leader in both my professional career and experience on the school board. In my professional role, I lead teams, manage budgets, develop strategies, write proposals/grants, and oversee diversity initiatives, all of which are transferable to my role on the school board. As a board member, I am involved with committees regarding policy and DEI initiatives, and also focus on budget oversight. I am dedicated to maintaining the district's success, advocating for educators and ALL students, striving for continued and improved educational outcomes, and collaborating with stakeholders. Currently, as the president of the school board, I work closely with the district administrator to ensure effective communication and implementation of board policies and decisions. Additionally, I work to foster a board team relationship that provides effective governance.

I am motivated to maintain high levels of student achievement in the district while fostering a school environment of diversity, equity, and inclusion. Student achievement is paramount in schools as it serves as the ultimate measure of success in fulfilling our core mission of education. The pursuit of student achievement encompasses not only academic excellence but also personal growth, critical thinking skills, and preparation for future success. To maintain high levels of student achievement, recruitment and retention of high-quality educators and a district and board that are aligned in their priorities is essential. In addition, we need to ensure we cultivate a school environment where ALL students can thrive. Each and every student, no matter their abilities, should be provided with equal opportunity, be exposed to different perspectives, and feel a sense of belonging. This, overall, will lead to the continued success and reputation of our schools.

To effectively recruit and retain an outstanding and diverse workforce, staff need to be offered competitive salaries and benefits. Equally important is fostering a supportive and inclusive work environment while prioritizing work-life balance where every staff member feels valued and respected. Additionally, we should provide quality professional development opportunities for all staff members, and mentorship programs for newer staff members to help the staff grow and succeed in their roles. This, along with allowing staff the autonomy and creativity to think outside the box can invigorate teaching practices and engage educators in their work with their students. Lastly, the administration showcasing student success through data and success stories, recognizing staff for their efforts at an individual, building, or district level, and ensuring staff feel supported by the administration can also assist with the retention of staff.

With fewer local journalists dedicated to covering educational issues, I take my role as a board member in advocacy with the community seriously. It is essential to work closely with the district to ensure that information regarding educational issues, decisions, and initiatives are readily accessible and effectively communicated to the public. Transparency is the cornerstone to fostering trust and engagement within our community. Also, the district’s communication specialist is integral to ensuring increased media access to school events and information, collaborating with local journalists to ensure that education-related stories receive the attention they deserve. With the district and the board working together in partnership, we can strengthen community support for our schools and ensure that all stakeholders are engaged and informed on the issues.

The primary budget issue facing our school district is that we continue to operate with a budget deficit. Our district is currently relying on fund balance reserves for expenses which cannot be maintained long term. We have been faced with challenges in finding ways to be vigilant with our spending without affecting the high-quality programs and services that our school district is known to provide. These budget challenges are culminating due to record inflation in recent years, the revenue per pupil not keeping up with inflation, expiring federal relief funds crucial for addressing student needs, and our continual enrollment decline. To address this major financial issue while maintaining our high-quality educators and programming, the school board and district are considering an operational referendum to resolve our ongoing financial strain.

Thirty-five years in higher education as an instructor, coach, and administrator provide me with a unique background as a school board member. Furthermore my most recent role as Dean of Student Formation for the University of Dubuque (where I was also part of the President's Cabinet) provides a depth of understanding for being a board member. Prior to retiring in January of 2023, I also served in Dubuque, IA on the Equity & Human Rights Commission, the Dubuque Community - Police Relations Commission, and the School Resource Officer Work Group. Presently, I also serve as President of the Chris Norton Foundation and continue serving as a Mentor for the Pewaukee HS (WI) Leadership Mentor program. Currently, I am also serving as the Interim Title IX and Compliance Director for UW - La Crosse.

There is no "one" issue in particular. My motivation for serving on the school board is to give back to the Holmen community by utilizing the skills and experiences gained through a lifetime of educational experiences and leadership roles as a member of the Holmen School Board. This includes being an active listener of all the stakeholders within the Holmen community (students, teachers, administrators, parents, & community members) and striving to be a unifier for the district to ensure we are providing great learning experiences now and in the future; as would be true for all school districts.

The District needs a combination of competitive salaries and ensuring the salaries are not only competitive for starting teachers, yet also competitive & rewarding for those members of the staff who continue to be vital members of the school community. Resources need to be available for growth and development (dollars and time to accomplish), along with providing a culture where the value of staff is apparent to members exploring Holmen schools and for those members already in the system. Additionally, a recognition program which brings to the forefront of the Holmen community the quality and efforts of teachers who are a part of the Holmen District. A key in attracting new teachers can start with a program being used in various colleges simply titled “Grow Your Own.” Encouraging & providing opportunities for students from Holmen to go and receive their education degrees and when they return to teach in the District, potentially assist in paying off these individuals’ student loans.

First & foremost, a school board officer is charged with protecting the interest of the school district through ensuring laws are followed whether we personally agree with them or not. We must ensure we are optimizing the learning experiences of the students, ensure we are valuing all those individuals entrusted with these experiences, and serve as advocates for the Holmen School District on a daily basis. By creating and consistently striving to improve the "culture" of excellence and value within the district we have the ability to realize a community of advocates!

As with all school districts, as I also experienced in higher education, budget issues are a constant. These issues can and normally are constantly changing. One of the best avenues I have found for addressing budget issues, is to empower all the stakeholders, especially those individuals on the ground level (teachers & building administrators) to work together and provide potential solutions. With vulnerability and honesty, through this method, final solutions will present themselves. When all stakeholders have a valued voice, plans and strategies will increase in the likelihood of success.

My occupational background is in Quality Management, with a focus on process and continuous improvement, data analytics, and problem solving. As a life-long learner, I have pursued continuing education and professional certifications related to my career, including various Quality Improvement specialties, Lean, Six Sigma, and Scrum. I hold a Bachelor Degree in Public Administration from Winona State University and an MBA in Healthcare Leadership from Viterbo University.

My wife Maren and I have lived in Holmen for nearly 16 years. Our daughters are 10 and 12 and have been in the Holmen School Districts since 4K. My community involvement includes serving on boards for two local organizations, the North American Squirrel Association (n.a.s.a.) and 7 Rivers Lean Consortium (7RLC). My work with n.a.s.a. includes leading a project to build an all-abilities park in Holmen. I also volunteer my time with other organizations in less formal rolls, including many within the Holmen schools.

My primary reason for being on the Holmen School Board is because it provides me an opportunity to give back to my community. Public education is something that I care deeply about and believe that it is the foundation of our communities. As someone who is not an educator, I want to help advocate for public education in any way that I can. I feel that the work of the board allows me to be an advocate and aligns well with my educational and professional background.

I have served in a leadership role on the board for the last two years, and I feel that we have had a lot of success in that time, including our passed referendum in 2022. We have had near complete turn-over of board members in my four years on the board. I feel that I am able to provide some perspective and background to our newer members as we navigate the issues that come before us. I would like to continue to support the district as we see this work through to completion and take on new challenges.

Offering competitive wages and benefits is the first step to recruiting and retaining good teachers in the district. Teachers are professionals who have dedicated their lives to bettering our society and should be compensated as such. As a board and district, I feel that we have made some movement in the right direction in this area, but more work is needed and is underway. Other ideas to consider when it comes to attracting and retaining teachers are; career/professional development opportunities, having a collaborative culture in the district, and fostering a healthy work/life balance. We as a district should celebrate personal experience and diversity. As a board member, I can work with district administration to continue to prioritize these initiatives and lead by example.

The best way to advocate is to build relationships and engage with all stakeholder groups; students, staff, parents and community members. The goal must be that as a community and district we are meeting the needs of the students and ensuring that they receive a quality education. As a district I feel that we do a great job of celebrating our successes and sharing the good that is occurring within the district from both the staff and students. As an advocate for public education, I stay informed on issues and legislation relating public schools that may impact our district. This includes attending board development session through the Wisconsin Association of School Boards (WASB), conferences, and conventions to network and learn from others.

The district is currently operating with a deficit budget for this school year. As a board, we need to work with administration and staff to explore opportunities and new ideas. New ideas in problem solving can help keep our commitment to providing an excellent education to our students and sustain the highest level of student learning in a fiscally responsible manner. This may take a new way of thinking or a change in approach to how we have spent in the past. I feel my professional background helps in having these conversations and challenging conventional thinking to come up with new solutions.

Our district recently passed a referendum that will significantly overhaul three of our school buildings. This work is just starting to be seen in the community. A lot of work went in to developing a plan and sharing it with the community so that they could make an informed decision. I would like to see that work through to completion as a member of the board.