The Alpine school district division begins with the November 2025 General Election, where voters will elect all 21 school board seats within their respective school board member districts. Once elected, the new board members will begin serving in December 2025 with three (3)to five (5) year terms. Over the following year, the three new districts will focus on crafting policies, hiring staff, including the superintendent, negotiating with other boards to decide which district gets what resources in the Alpine split and set property tax rates. The transition will culminate at the beginning of the 2027 school year when the newly formed districts, Lake Mountain, Aspen Peaks and Timpanogos districts, will officially start educating students. Aspen Peaks School District will have 7 seats and include Alpine, American Fork, Cedar Hills, Highland, Lehi and parts of Draper. District Seat 1 will serve a five year term.
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Continuity is essential for a smooth transition. Hiring the right superintendent and business administrator will be key to building a strong foundation and leading this process with experience and vision. I’ll also work closely with current Alpine School District staff and take their recommendations seriously—especially when it comes to programs and services already working well. I will advocate for thoughtful planning, collaboration, and clear communication with families and educators. By prioritizing what’s best for students and minimizing disruption to staffing, curriculum, and support services, we can build a district that’s strong from day one.
The creation of a new district is a rare chance to build something intentional and responsive. I’m excited to explore new ideas—but our first priority must be getting the basics right. In the first 1–2 years, we need to ensure every student is accounted for, essential services are in place, and staffing, curriculum, and operations are stable.
We should carefully review current programs to see what’s working, especially in areas like academic recovery, student wellness, and teacher development. Once we’ve built a strong foundation, we can thoughtfully grow with initiatives that reflect our community’s values.
Innovation matters—but stability comes first.
We must treat teachers like the professionals they are. That starts with competitive pay, protected planning time, and meaningful growth opportunities. Respect and recognition are key to retention. Teachers face constant changes—new laws, shifting curriculum, and growing demands. The board must be thoughtful before adopting new programs and always ask: How will this impact teachers? I’ve heard clearly from teachers—they want decision-makers in classrooms, connected to their work. Strong principals also matter, especially in large elementary schools. Supporting teachers starts with listening and strong leadership.
Closing the achievement gap starts with identifying where it exists and why. We must use data to understand the barriers different student groups face and ensure early intervention and targeted support. That includes expanding access to academic recovery programs, mental health resources, and individualized instruction. We also need to build strong partnerships with parents—especially those who feel disconnected from the system—by improving communication, offering translation, and making engagement more accessible. Every student deserves the support they need to succeed, not a one-size-fits-all approach.
Academic success and mental health go hand in hand. I’m impressed by schools like Belmont that has implemented a wellness room benefiting both students and teachers. Skyridge and Viewpoint use student advocates to offer support that goes hand in hand with what counselors provide. As a board member, I’d support expanding wellness rooms, student advocates, and access to school psychologists—especially at the elementary level. Staff well-being also matters: we must prioritize collaboration time, meaningful professional development, and feedback loops that let us listen and respond to teacher needs. Mental health must be a core part of student success.
