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I am a proud parent of two children in the district and so I am deeply invested in decisions that have the potential to affect our students, their teachers, and our local families/community, Professionally, I'm a Professor of Psychology at UWL with expertise in child and adolescent development and educational psychology, which equips me to evaluate policy and advocate for practices that support student learning and well‑being. I previously served three years on the School Board (2021–2023), contributing to our current strategic plan and helping pass two major referendums. I am a strong advocate for public education, committed to equitable and inclusive environments, and committed to preparing students for diverse post‑graduation pathways, including college, vocational training, and careers. I am dedicated to evidence‑based decision‑making, responsible budgeting aligned with district values, collaboration, and supporting the long‑term success of our schools.
Our district mission is "working together to ensure high levels of learning for all" which means ensuring that every student (and staff member) has the resources they need to succeed, while also making decisions that protect the district’s long‑term position. State funding has not kept pace with inflation for over a decade, voucher programs divert resources from our schools, and special education remains underfunded, which has increased pressure on WI communities to fill the gaps through referendums. At the same time, students have a wide range of academic and mental health support needs. Addressing these realities requires thoughtful planning and responsible budgeting. The Onalaska community has shown remarkable generosity in supporting our schools, and we must honor that trust through continuous fiscal responsibility, transparency, and strong stewardship of public resources. At the same time, we should advocate for stronger and more equitable state support for public education.
Outside of ensuring we offer competitive wages and benefits in the region, we need to advocate more broadly for teacher and staff wages that better reflect the critical role they play in our society. Further, we must continually demonstrate a commitment to allying with our staff by actively seeking their perspectives, relying on their expertise and professional skill, supporting their autonomy, and ensuring they always have a voice at the table. We should also demonstrate a clear commitment to inclusivity and diversity through action. This includes critically evaluating the impact of our policies and funding decisions, and examining ways in which certain groups may be differentially impacted. This may also include building more connections with local organizations and higher education institutions to connect with underrepresented populations and bring different perspectives to the table. We must be willing to listen, demonstrate humility, and amplify diverse voices and leadership.
I believe that transparency and open, timely communication are key. I think the district has made some intentional improvements in this area in recent years (e.g., regular newsletters, hiring a director of communications and engagement, establishing more partnerships with local businesses), and we need to continue to be deliberate and proactive about reaching-out and seeking diverse perspectives and feedback from all stakeholders. We can’t make decisions solely based on the loudest voices in the room. We must advocate for ALL of our students, families, and staff, regardless of income, ethnicity, ability, gender, or background. I also think that, as Board members, we need to continually educate ourselves on best practices and state/national policy decisions, in order to more effectively advocate for high-quality education and support for our teachers and students. We should also help educate the public about these issues.
While not unique to our district, the biggest budget challenges stem from a combination of factors: historically inadequate/declining state support, declining enrollment, elevated inflation rates, rising costs, and increased student needs. As such, we must continue to carefully monitor how/where we allocate resources to meet current needs while also planning for long-term stability/security. This also involves ensuring that we are allocating resources in ways that align with our strategic plan pillars and initiatives, and ensuring that community members can *see* how their investments (both financial and personal) make a difference and directly contribute to student success, the overall strength of our district, and positive community outcomes.
