I have been on the board for four years and served as chair the past two. I began my service during COVID, bringing my experience as a physician to help guide our district through and beyond the pandemic. In my third year I led the nationwide search to replace our superintendent which concluded successfully and resulted in a significant improvement in our district's overall direction and financial accountability. During my time on the board we have instituted new curriculum in multiple subjects, laid the groundwork for integrating AI into the classroom, and worked on expanding hybrid/online learning opportunities to combat decreasing enrollment. I believe that to create an equitable society, public education must be the best education.

This is a statement I gave at a recent board meeting: “In the face of rapidly changing directives from the Federal government which are often in direct conflict with Oregon State statutes, the Board of Directors of the Ashland School District would like to reinforce that Ashland School District will continue to follow Oregon law supporting equitable treatment of all students, and that we will remain true to the vision and ideals that have always guided this district. We will not alter our legal and moral responsibility to serve and protect every student and staff member in our district regardless of race, nationality, religion, gender, or identity."

Our most urgent issue is creating financial stability for our district. With significant drops in enrollment that began pre-COVID and continued past the pandemic, loss in funding has led to significant debt. In the short term, we must balance expenses and return to a viable student/staff ratio in order to stay solvent. In the long term, increasing enrollment and providing alternatives to traditional in person classrooms will be critical. This is a complex issue that requires collaboration between the board, administration and community. We are currently working on many projects including partnerships with local universities, an online public charter school to bring in students from outside the district, and increasing affordable housing.

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I serve as the Clinical Medical Director at Providence Medical Group, where I manage budgeting and staffing. I have experience creating comprehensive budgets, strategically allocating resources, monitoring spending, and ensuring compliance with regulations. Post-COVID, many institutions, including medical organizations, have struggled to stay sustainable. I have had to be dynamic and creative to keep my clinics thriving while continuing to meet the needs of patients. The school district is in a similar position, requiring changes to serve our students better. I’m committed to making funding decisions that prioritize efficiency and the careful, responsible use of the district’s resources. I can offer innovative ideas for school improvement.

It is my understanding state and federal policies play a crucial and unwavering role in shaping the operations of the district. These policies not only dictate funding but also influence the overall viability and success of the district’s programs and initiatives. As a member of the board, it will be essential for me to familiarize myself with the range of policies we are required to adhere to– from funding regulations to compliance requirements. I am committed to dedicating the necessary time and effort to thoroughly understand these policies. Guaranteeing we meet these requirements is essential for the district’s success, and I will do my part to ensure full compliance while advocating for the best interests of our students.

My main objectives are to resolve the current budget deficits in the district, maintain fiscal responsibility, and reassess funding distributions. I am committed to fostering positive, student-centered change, which includes increasing classroom-level support for teachers, expanding mental health resources, offering additional electives, and revitalizing extracurricular programs. I deeply value accountability and transparency in the decision-making process, making sure that all actions are student-focused, thoroughly evaluated, and open to community oversight. Collaboration is key. I am dedicated to working with trusted community champions to address the needs of ASD and to find meaningful, long-term solutions for its future.

As the Artistic Director of a professional theater company for over 13 years, I led a team that delivered high-quality productions under strict budgets and high expectations. I know how to manage resources, work collaboratively, and foster environments where creativity, discipline, and excellence thrive. I also bring nonprofit leadership experience, a deep sense of civic responsibility, and a commitment to transparency, accountability, and safety—especially when it comes to protecting our children in schools.

School districts are legally and ethically bound to follow state and federal education laws, including mandates around equity, safety, special education, civil rights, and fiscal responsibility. These policies exist to ensure all students—regardless of background—receive a safe, inclusive, and quality education. Compliance isn’t optional; it’s foundational to trust and public service. I believe the board must uphold these standards with integrity and vigilance while engaging the community in open, transparent dialogue.

The most urgent issue is student safety—both physical and emotional. Our schools must be prepared for emergencies, with real safeguards in place, not just policies on paper. I also believe we face a crisis of trust around fiscal transparency and leadership accountability. I would advocate for stronger oversight of spending, ensure community voices are heard and respected, and push for proactive safety upgrades to make sure our schools are genuinely secure learning environments.