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Phone
(206) 745-2010
Email
joe@joe4schools.com
Town where you live
Seattle
Experience (300 characters max)
I am the current Seattle School District Director, appointed 1 year ago to serve in pos. 4. I am also a parent of three Seattle Public School students. My background is in the law and I am the co-leader of UFCW 3000, the largest local union in Washington, representing 60,000 frontline workers.
All the research and data tells us that cell phones are a hinderance to learning in our schools. They are distraction to learning In Seattle we have piloted some interesting ideas to keep cell phones away in students backpacks and lockers, like magnetic pouches that are used upon entry and exit from the school. While the pouches themselves may be a bit of gimmick, they have created what is essentially a zero-tolerance policy for cell phones being out during the school day.
What we need to do, long term, is develop policies that are consistent across schools to set a clear and communicated standards to students and families. This policy should be rooted in the goal of having cell phones accessible for before and after school and in case of an emergency, but unavailable during the schools day.
To address a deficit, we need transparency, community trust, and long-term strategy. In my day job I’ve managed multimillion-dollar budgets and know how to find savings without cutting classrooms.
We should start by evaluating all costs and outside contracts while protecting student-facing staff and services. This is why I have helped launch the budget ad-hoc committee to deep dive in how to build sustainability into our budget.
But cuts alone won’t fix our structural problem. We need progressive revenue from the state, and that exactly what I fought to get over the past year as a board member and for almost two decades in my work.
Lastly, we must address enrollment. 1) We must do more to be a school district that families want to be a part of, so families don't opt out of the system. This is why I have worked to maintain enrollment driving programs like dual language and option. 2) We must do more to address the unavoidability crisis that is driving families out of our city.
Every dollar should be spent on learning. My top priority is investing in what happens in the classroom: early literacy, strong academics, and the educators and support staff who make it possible. That includes counselors, librarians, nurses, and specialists who support the whole child, as well as programs like art, music, and dual-language that keep students engaged.
We must prioritize equitable access to high-quality instruction, especially in the early grades where we can close opportunity gaps before they grow. I support reducing central overhead and redirecting funds to schools, with clear public reporting on how dollars are spent. Budgets are our values documents and ours should reflect a deep belief in every student’s potential and a commitment to making schools a positive learning environment for all students.
Transparency starts with trust, and trust starts with listening. I’m an organizer at heart, and I know real change begins by hearing people, especially those often left out of the conversation. School districts must move beyond jargon and technical reports to share clear, accessible information about budgets, decisions, and student outcomes. Families shouldn’t have to dig to find out what’s happening. That means multilingual updates, regular town halls, and authentic engagement, not just check-the-box surveys. With the hiring of a new superintendent, we have a real opportunity to center community voice and set a new standard for transparency. I’ve pushed for clear timelines, public updates, and open forums where students, families, and educators shape our direction. Our schools belong to the public, and that means people deserve to be heard, informed, and involved every step of the way.
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