My professional background: in law, legislative coordination, and as a tech consultant. My personal life: the child of public school teachers, a public school graduate, a school-age care provider, and parent. This background gives me deeply lived experience in education and policy and the ability to listen. My kids have had great experiences in SLP schools, and I want that for every child. Yet we can still improve outcomes for learners at all levels. Unfortunately, the federal government is now actively hostile to public education and our state funding formula doesn’t guarantee us fiscal health. I am the best candidate to advocate for state support, fight federal interference, and help us deliver on the goals of our strategic plan.

1-Communication. Champion our successes and honestly address our challenges. 2-Expand language immersion. These skills are increasingly valuable, and SLP families want immersion. This will steady enrollment, helping us financially and will preserve the community feel of the schools. 3-Project stability to families in uncertain times. We have persevered through difficult changes, and we need to respond to the next ones carefully. People need to know that quality public schools are here to stay.

Quite simply, we would need to review each line item, evaluating for necessity and efficacy in light of its initial inclusion, using available data (this should always be done, frankly). Less successful items should be reconsidered, especially if they aren’t directly impacting children in the classrooms. Most importantly, we need to communicate these budget decisions to the public, instead of trying to hide from the consequences. People will understand tough choices if we are transparent.

Our strategic plan and our equity and inclusion policies should give us very clear direction on this. But words don’t go far enough in addressing persistent achievement gaps that perpetuate the disparities we are trying to address; we cannot be satisfied with our “diverse” reputation! To truly give each student a high-quality and culturally relevant education, we need to help teachers authentically engage students from all backgrounds and use data to identify where that help should be directed.

The official policy of the School Board is that “As a member of the School Board I will: Listen.” So I will be ethically bound to listen (no exceptions). Fortunately, I have a lot of practice listening to others before arriving at decisions and solutions because I am a consultant (and the middle of five siblings). I often change my mind on things as a result. I will be sure to engage with a diversity of perspective from families and teachers, including folks who have traditionally been ignored.

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I am a thirty year resident of St. Louis Park, and my children received an excellent education. Now, my grandsons attend SLP schools. I want to make sure that those high academic standards are maintained. In 2024, our Reading, Math and Science scores were slightly above the State average which were all below 50%. I know we can do better because we have done better. Our students need to have the basic skills that will support them to think analytically and navigate the world that we live in now. I want to help our students to be engaged adults and citizens who are prepared to enter the workforce.

Accountability for student success – students, teachers, and administrators need clarity about the standards and process for student success Empowering Students – School doesn’t begin and end with the bell. We need to provide students opportunities for creativity, community, and leadership through curricular and extracurricular offerings. Community Building – Engaging all stakeholders in preparing our students to be responsible members of our community.

Ask local businesses and parents for donations of technology or supplies. Remind them that our students are tomorrow's citizens and employees. Seek additional funding such as grants or scholarships. Assess the impact the cuts will have on students’ needs. Evaluate which programs get the lion’s share of the budget and see where cuts can be made. Successful programs that receive little funding should be spared. No cuts to Read Act resources. SLP needs to prioritize student outcomes.

I acknowledge that racial and economic disparities exist, and I want to hear from students about what they are experiencing and what they need from us. I don’t want to perpetuate assumptions and judgments. I want to create partnerships with representatives of all the communities that make up our school population. Also, I want to make sure families feel welcomed and supported in our schools. We may have to overcome some mistrust and invite small groups to meet in an informal setting.

I know that we are all on the same page and want what is best for our students. Before making decisions, I will actively seek guidance from teachers, families, and community members. I want all stakeholders to understand that they have been heard and including in the process. I will clearly communicate reasons for school board policy. Engaging families requires reaching out to them: providing interpreters, childcare, and/or transportation to welcome all families to the conversation.

As a former educator, a parent of two students in SLP Schools, and a member of the strategic planning committee, I understand from experience and conversations with teachers and other parents the strengths and weaknesses of our district. We have committed teachers, an expansive curriculum, and a diverse student population. We also need to meet the academic needs of students who are struggling, while increasing opportunities for students who are succeeding, but capable of more. We must provide teachers with relevant professional development. We need to communicate better with families so that they know where their students stand. I’m the candidate that has the knowledge and experience to pursue these goals efficiently and collaboratively.

1. To ensure academics meet the needs of all students through appropriate professional development for teachers 2. To improve communication between schools, the district, and families. Caregivers must understand what is going on in our schools and teacher voices must be heard. 3. To establish a safe, community-minded environment for all students. Schools should be a place of learning and community, not of fear.

Preserve student-facing services while doing our best to preserve teachers, smaller class sizes, and a variety of elective offerings and support services for our students. We cannot cut staff for our most vulnerable students. We also can lean into our very strong community of volunteers and think outside the box with innovative ways to continue to provide necessary services for students.

All voices must be heard and all communities must be represented in decision making. We must commit to direct outreach to ensure that we understand and meet the needs of all children. We also must meet the academic needs of each student, whether this means extra help in reading for students who struggle or a more challenging curriculum for students who are above grade level. Students may start at different places but we need them to be performing at the highest possible level upon graduation.

The district must be able to hear honestly from teachers and families about what is going on in the schools and classrooms. I plan to always be approachable and open to meeting with anyone who wants to share their experiences or concerns. We cannot be everywhere and we only know what we know. We must be able to hear both the good and bad from stakeholders and be able to work together to improve our schools and our community.

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I bring a proven track record of leadership, advocacy, and collaboration in education and community service. With experience supervising teams, implementing data-driven initiatives, and supporting students, families, and educators, I understand the challenges and opportunities in our district. I prioritize transparency, equity, and student success, and I am committed to ensuring all voices are heard in decision-making. My experience navigating complex systems equips me to make thoughtful, informed choices that strengthen our schools and community.

Strengthen student achievement and well-being through equitable programs and resources.

Foster teacher support, retention, and professional growth to maintain high-quality education.

Engage families and the community in meaningful dialogue to ensure transparency and shared decision-making. These priorities ensure all students have opportunities to thrive in a safe, inclusive, and high-performing environment.

I would prioritize core student services and equity-focused programs, seeking efficiency without compromising learning. Decisions would be guided by data, stakeholder input, and long-term impact. I would explore partnerships, grants, and cost-saving measures while maintaining transparency with families, staff, and the community to minimize disruption and protect opportunities for all students.

I would advocate for targeted support programs, inclusive curricula, and equitable resource allocation to close gaps. Engaging families, students, and educators in decision-making ensures policies reflect diverse needs. By promoting anti-bias training, culturally responsive teaching, and community partnerships, I aim to create a school environment where every student has equal access to high-quality education and opportunity.

I will prioritize open communication, regular town halls, surveys, and advisory committees to ensure educators and families inform district decisions. By actively listening and incorporating feedback, I will create a collaborative environment where teachers and families feel valued and empowered. This approach strengthens trust, improves outcomes, and ensures decisions reflect the community’s diverse perspectives.

I am the best candidate because I bring the perspective of a current educator, extensive experience in special education, and the lived experience of a student of color who attended public schools. These experiences give me a deep understanding of both the challenges and opportunities in education. I have dedicated my career to advancing equity, inclusion, and student-centered learning while building strong partnerships with families, staff, and communities. I will provide collaborative, transparent, and accountable leadership, advocate legislatively, and help market St. Louis Park as a desired district for students, families, and staff.

If elected, my top priorities are advancing equity and inclusion—especially for students with disabilities—supporting and implementing the district’s strategic plan, and strengthening recruitment and retention of staff and families. These efforts ensure all students are valued, supported, and prepared for life beyond school, while promoting St. Louis Park as a destination district for families and educators.

If forced to cut the budget, I would focus on creative revenue streams, including increasing enrollment and building community partnerships. I would prioritize protecting instructional and classroom supports, ensuring students receive high-quality learning and programs, and teachers have the resources needed to provide excellent instruction.

I would address racial and economic disparities by drawing on my deep understanding as a current educator and my lived experience as a student of color. I would advocate for equitable access to resources and supports, implement policies that foster inclusion and belonging, and ensure all students—especially those historically underserved—have the tools and opportunities to succeed academically, socially, and emotionally.

I will engage teachers and families by drawing on my experience as an educator and my history of connecting with families. I will listen actively, foster open communication, and collaborate to ensure their voices inform board decisions. By building trust and maintaining transparency, I will help create policies and initiatives that reflect the needs of students, support staff, and strengthen our school community.

With 10+ years of experience volunteering in our schools and community, I have a history of showing up and following through. In site level leadership and district initiatives including the Learning and Design Team, Vote YES Committee for 2017 referendum, Finance Advisory Committee and DIPAC (Instructional Programs). My experience has earned me the trust of our staff, parents and students and provided me with a front row seat into the many wins for our district and the areas of opportunity where we can continue to grow. I am known in our community as someone who listens and takes action, and I remain committed to staying curious, fostering collaboration, and moving us forward together for ALL of our students.

Building TRUST by being transparent, accountable, and keeping two-way conversations open with families, students and staff. Focusing on educational EXCELLENCE by giving ALL students equitable, high-quality learning that both supports and challenges them, while using data to track progress. And growing COMMUNITY by being fiscally responsible with community resources, boosting resident enrollment, and creating more opportunities for our 55+ neighbors to connect and engage.

My goal would be to protect classroom impact by carefully evaluating spending that doesn’t directly support student outcomes—possibly including non-instructional administration, extra programs, or other discretionary costs. At the same time, working hard to strengthen the SLP Schools brand to attract and retain resident families, so we continue to grow enrollment and ensure resources are prioritized for our students’ success. Strong schools=strong community

St. Louis Park has been a leader in racial equity work and we have a solid foundation. Still, we know there is more to do to raise everyone in our community up. By prioritizing literacy, we can work to close gaps early and give every student the skills for future success. Pairing that with strengthened family engagement, data-driven programs, and strong community partnerships are a start in tackling racial and economic disparities and keeping student success for ALL at the center of what we do.

Our staff and families have weathered many changes in recent years, and for some, that has eroded trust in our district. Rebuilding that trust needs to be a top priority and starts with clear, consistent communication and opportunity for dialogue. Teachers are the heart of everything being done in our schools. By being present in our schools and active in our community, we can strengthen relationships, listen more closely, and create the authentic engagement needed to move forward together.