A school board member’s role is to govern the district in service of students and the community at large. This includes setting clear direction, ensuring every decision has an owner and is accountable, and using public resources responsibly and transparently. Priorities should include strong outcomes for all students, respectful labor relations, fiscal responsibility, and policies that empower educators while holding the superintendent and board accountable to the public.
If elected, I will continue to advocate for fair, predictable state funding so schools aren’t forced to rely on constant referendums. Locally, I’d prioritize transparent budgets, control administrative costs, right size as necessary, and clearly show how dollars reach classrooms. When referendums are needed, I’d engage the community early, explain impacts honestly, and earn trust by delivering results. Integrity is at the forefront of leadership - say what you mean and mean what you say.
Professionals should be at the center of shaping curriculum and school policies, and must include our direct, student-facing staff and students themselves. Their expertise ensures decisions are developmentally appropriate, rooted in evidence, and responsive to all student needs. Boards must set goals, provide resources to meet those goals, and evaluate the results while trusting professionals to guide how best to educate and support all of our students, holistically.
Wauwatosa Schools utilizes programs such as Speak Up Speak Out, I Love U Guys, and a SRO program. These are reactive methods that can cause harm to already marginalized students and families.
We must take more proactive measures that are rooted in equity and respectful of culture. Fully resourced restorative practices, increased staffing for counselors and social workers, establishing school based mental health services, and utilizing evidence based trauma informed practices in all classrooms.
Strong schools require forming meaningful partnerships with families, including transparency and opportunities for feedback. Their perspectives help schools understand cultural values and student needs, which can complement instructional expertise. At the same time, it’s important to acknowledge that curriculum design is a specialized field, and most families are not licensed educators or in curriculum and instruction.
I see the role as setting a clear vision, through the strategic plan and policies, holding the superintendent and their team accountable and making data-informed decisions in the best interest of students. My priorities are providing strong academic opportunities for all students, maintaining safe and welcoming schools, and approving budgets that reflect our community’s values. All these things must be accomplished while being financially responsible and transparent about the decisions made.
I understand how rising costs are affecting all of us. Inadequate state funding is the leading reason so many Wisconsin school districts must go to referendum and make difficult cuts that impact students. I will continue to be transparent about our district’s needs and fully accountable for how every dollar is spent, including funds approved through referenda. I will also continue to recommend and support efficiencies that lower costs and make the best use of taxpayer dollars.
Educators and mental health professionals bring the expertise that keeps our curriculum relevant, inclusive, and supportive of all students. Their voices are essential in shaping programs that meet rigorous academic standards while also nurturing students’ social and emotional well-being. I will continue to seek out experts’ perspectives and thoughtfully incorporate their feedback into decision-making.
Our district has invested in prevention, not just response, measures by fostering belonging, supporting mental health, training staff, and maintaining strong safety plans. We collaborate with mental health experts to promote both safety and a positive learning environment. In addition, we set clear behavioral expectations, use restorative practices to strengthen relationships, and have implemented security updates across the district to ensure safe and supportive schools.
Parents’ voices and input should be taken into consideration along with the educators, administrators, and subject experts to help shape curriculum that aligns with standards and best practice.
The board's role is to provide direction to the administration via defined goals and policies. It must also hold the administration accountable for achieving progress toward those goals.
Current priorities for Wauwatosa should include more effective fiscal management of the district, increased academic achievement for our students, and an improved professional culture for the teachers and other staff in our schools, with greater transparency as a fourth priority essential to their pursuit.
I would continue to petition the state for additional funding, as that is one of a very limited number of revenue sources. That said, we must focus on utilizing all of our dollars efficiently. We must explore the correct way to right-size our physical layout so we can reduce overhead. We must also evaluate how best to staff the district. My preference would be to focus more funding into the classrooms instead to the top of the org chart, as I think that would foster better academic results.
Educational professionals should be involved in both the development of curriculum and school policies. Their education and experience offer real world insight into a dynamic learning environment.
I think mental health professionals have less to offer regarding curriculum, but can make valuable contributions to the development of school policy. Mental health issues can create barriers to learning and having a trained professional contribute to policy development can help lessen their impact.
The greatest threat of violence in our schools comes from interactions between students. Therefore, we must provide training and resources to our staff to enable them to be able to identify potential threats as they develop and the tools to help them de-escalate when appropriate or report for additional assistance. Mental health support for our students is also imperative.
Additionally, we must continue our wonderful SRO program and prepare for outside threats with drills and secure facilities.
Parents should absolutely have a seat at the table when it comes to determining curriculum. They have a right to be involved, but a responsibility to be well informed. The district, for its part, should provide transparency to its process, including the standards it must adhere to, the data it has reviewed, the rationale for the conclusions they've reached, etc. The district must drive the process, but interested parents should be given an avenue to provide input.
The role of a school board member is to provide governance, set district policy, ensure responsible financial oversight and hire/evaluate the superintendent. Members must engage with students, families, staff and the community to make informed decisions and advocate for public education. Priorities should be to maintain strong academic outcomes, support student well-being, retain great educators, ensure accessible facilities and plan for long term financial needs while advancing district goals.
Public schools need stable, predictable funding to serve students well. I support strong advocacy with state lawmakers for a fairer school funding formula so districts rely less on local property taxes. At the local level, transparency and community engagement are essential so all residents understand district needs. Careful financial planning and responsible budgeting can help ensure resources are used effectively while maintaining high-quality education for all students.
Education and mental health professionals bring essential expertise about student learning, development, and well-being. Their input should guide curriculum decisions and policies that affect classrooms and student’s daily experiences. School boards set policy and provide direction, but those decisions should be informed by the knowledge of educators, counselors, and other specialists who understand student's academic, social, and emotional needs.
Schools must prioritize both prevention and preparedness. The Wauwatosa School District uses safety plans, drills, building security measures and coordination with local law enforcement. Equally important is prevention through mental health supports, building relationships, modeling appropriate behavior and systems that encourage students to report concerns. Continued investment in staff training, threat assessment practices and student well-being can further strengthen school safety.
Parents are essential partners in education. Their input helps schools understand community values and student needs. Parents should have opportunities to review curriculum, provide feedback, and engage in open dialogue with educators and the school board. While educators bring professional expertise in instruction, strong collaboration with parents helps ensure curriculum supports student learning while reflecting the priorities of the community.
A school board member is a fiduciary steward for the community. The board sets vision and policy, hires/evaluates the superintendent, and ensures accountability—without micromanaging daily operations. Priorities: stronger student outcomes (literacy/math), safe and stable schools, financial transparency and fiscal discipline, smart and affordable long-range planning (especially facilities), and ethical, high-functioning governance that rebuilds trust.
Wauwatosa can’t sustain serial, open-ended referenda and repeated tax spikes. I’d start by fixing the operating model: prioritize classrooms, rein in overhead, and strengthen controls using a 5-year forecast. Before any new ask, require an option-complete, affordability-first plan with a full debt-service schedule (total interest) and scenarios for future budget gaps. If a referendum is needed, it must be targeted, time-bounded, and tied to measurable results.
This is very important. Curriculum and student-support policies should be guided by education professionals and mental health experts who understand child development and what works in classrooms—along with appropriate family input. The board sets goals, ensures policies are lawful and evidence-based, and monitors results without micromanaging. The 2030 Slate is four candidates running together; one candidate’s spouse was a longtime district counselor, and another is a special-needs advocate.
School safety requires prevention and readiness: strong climate/bullying response, mental-health supports, and trained threat-assessment teams with clear reporting. Ensure consistent secure-entry and visitor protocols districtwide. Train staff in de-escalation and emergency response; run regular drills and after-action reviews with police/fire/EMS. Recent events at East underscore why protocols, communication, and training must be clear—and followed.
Parents should have a meaningful role through input, transparency, and accountability: reviewing materials, asking questions, serving on advisory groups, and giving feedback before major changes are adopted. At the same time, curriculum should remain standards-aligned and evidence-based, led by educators with board oversight focused on goals and results. Major shifts should require clear rationale, public vetting, and measurable outcomes.
Campaign Phone
(414)378-6940
Campaign Mailing Address
2330 N 90th Street
As a member of the Wauwatosa School Board, I would participate with all members to make the best decisions to restore trust, transparency, and accountability in our schools. My priorities will be to provide a strong, ethical education for ALL students, make sure our Staff are treated with respect and exercise meticulous stewardship of assets and detailed communication with our community.
Wauwatosa has a strong community. Their property taxes fund the majority of our schools and want to continue supporting them. We have the responsibility to provide the entire community with detailed status reports of our school buildings, properties, and complete transparent financial reporting upon request. This will build trust.
I think referendums are designed for long term projects and should not be relied upon to maintain the operating cost of public schools. The State of WI needs to help.
Education and mental health professionals have an important role. The School Board must rely on these professionals to research and recommend the curriculum that best matches our students' needs and provides the potential to advance their learning at or above each level. In Wauwatosa, these professionals participate on a committee focusing on policies.
Wauwatosa school district has experienced first hand the horrific results of school shootings. In response, they have reacted with strong changes and on going training for staff and students. Understanding mental health and identifying potential issues is a priority every day and should be provided to students, staff, school board members and leadership.
Parents are very important. The more they participate in their children's education the better for the student, the school and the community. When curriculum changes are considered, communication is critical and detailed justification needs to include parental input along with education and mental health professionals.
Campaign Phone
414-207-8630
Campaign Mailing Address
3360 N Knoll Ter
A school board member’s role is to represent the values of the community while ensuring decisions always put students first. The board sets policy, oversees the district’s finances, and provides direction to the superintendent. Our priorities should be strong academics, supporting teachers and staff, maintaining safe and inclusive schools, and being responsible stewards of taxpayer dollars while honoring the community’s investment in our public schools.
School boards must be responsible stewards of the resources the community entrusts to us. That means careful budgeting, transparency, and making sure referendum dollars are used exactly as promised. At the same time, we should continue advocating at the state level for fairer funding for public schools, particularly special education. Local communities should not have to rely so heavily on property taxes to fund essential education services.
Education and mental health professionals play a critical role because they bring the training and day-to-day experience needed to support student learning and well-being. School boards set policy and direction, but curriculum development and student support practices should be guided by qualified educators, counselors, and specialists. Good governance means listening to that expertise while ensuring policies reflect community values and the best interests of students.
Student safety must always come first. Districts should continue investing in layered safety measures such as secure facilities, strong relationships between students and trusted adults, mental health support, and coordination with local law enforcement and emergency responders. Preparation and prevention go hand in hand. As a board member, my role is to support policies and resources that help staff identify concerns early, respond effectively, and maintain safe learning environments for every
Parents play an important role in education and should always have opportunities to stay informed, ask questions, and share feedback about what their children are learning. At the same time, curriculum decisions should be data driven and guided by qualified educators who understand academic standards and student development. The schools and district should be listening to families while relying on professional expertise to ensure students receive a high-quality education.
We develop a district vision that centers student learning: “Ensure an exceptional and equitable educational experience for all.” We listen to the diversity of community voices and bring those ideas to the decisions that we make. We oversee the budget process and vote on expenditures. We create the policies that guide and support staff in achieving our vision. We supervise the superintendent who is responsible for the daily operations. We lead by modeling civility and respect in all that we do.
I have a track record of publicly demanding that state leaders fund our special education costs to take pressure off local communities. I led creating the Energy Efficiency and Sustainability subcommittee, which works to reduce facilities operations costs. We must pay our teachers competitively, and our students need quality core and elective courses. The state is failing our public schools and the next generation of leaders. We must work together to change this in future state budget decisions.
As an experienced educator, I believe we should trust the expertise of those who work with our students every day. The best curriculum and school policies are developed through a collaborative process that considers data and expert opinions. Our district’s new bell-to-bell cell phone policy was a direct response to concerns raised by mental health professionals, educators, and families. Implementation included student and staff input, leading to an impact of increases in student engagement.
The District completed a full safety review of buildings, and it is guiding updates at our facilities at doors and in entrance areas as we also work to make important ADA renovations. The daily development of building cultures of respect, civility, and belonging prepare our staff and students to work together and with first responders should they be faced with threats or emergencies. Continuous improvement in communication with parents about building expectations is critical to student safety.
Board members are responsible for listening to the community and district parents when making decisions that impact the education of children in our schools. We bring their ideas and questions into discussion with adminstrators who have reviewed curriculum and gathered feedback from teachers and experts. Public comment and engagement opportunies offered by the board give parents a voice in what the schools teach to our students.
