Lake Mountain School District Seat 2
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. Lake Mountain School District will have 7 seats and encompasses Cedar Fort, Fairfield, Eagle Mountain, Saratoga Springs and some unincorporated parts of Utah County. District Seat 1 will serve a three year term.
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JULIE KING
(NON)
How will you ensure continuity in services, curriculum, and staffing during the district transitions?
The board will have a unique opportunity to set the goals and priorities for our new school district. What programs should we retain from the previous district? Suspend? What new initiatives can we explore?
What strategies will you implement to improve teacher retention and support, and how will you address the underlying causes of teacher dissatisfaction and turnover?
How do you plan to address the achievement gap and ensure equitable access to high-quality education for all students in the district? What would you do to better assist underserved students and their parents?
What measures should the School Board take to ensure the mental health and well-being of students and staff in our schools? How would you advocate for these measures?
Campaign Phone
8016232420
New districts need to decide quickly what areas they will commit to shared services or develop MOUs for-print services, warehouse, physical facilities, etc.Once that is determined, the next step is figuring out which areas need to ramp down with ASD and ramp up with new districts.This is another space where new districts working together will benefit all.None of the districts will have sufficient funds to launch fully until July 1, 2027. In the space between July 1, 2026 and July 1, 2027, there needs to be a transition.I have proposed an option where each new district gets a certain number of FTE and we transition over that year period.This transition plan supports continuity in services.
I have held dozens of focus groups with hundreds of employees and parents.We need community feedback to determine what programs we support and how they are funded.I support maintaining our DLI, ALL, CTE, CE, and AP programs. I also support continuing and providing additional support for our special education students.I would like to see us pursue strong public/private partnerships as well as coordinate with local municipalities and organizations to better meet student needs. I would like to see an expansion of our adult learner program for English Language Learners.I advocated for the addition of a teen center for our students facing homelessness and we need to look at options for expanding after school resources.
We need to maintain or even improve on the current ASD salary schedule.Continuing feedback opportunities for staff allows staff needs to be brought forward and solutions created.One of the largest obstacles in increasing pay has been the significant increase in medical insurance costs which essentially is negating pay increases.I have worked with others to develop a plan to create wellness centers for employees, reducing their insurance costs and increasing employee health.Maintaining retirement incentives and making systematic improvement in areas like caseload caps and supporting teachers in dealing with student behaviors is essential to employee retention.
One of the greatest ways to impact student achievement is by having a stellar teacher in the classroom.We need to hire and retain the best teachers.We also need administrators who are committed to supporting teachers so that they can be successful.Providing supports like Title 1 dollars for afterschool programs and the teen center can support individual student and family needs. I would also like to see us launch an aggressive literacy campaign to support students mastering reading which will impact achievement and graduation rates.Working with local municipalities to address a lack of resources like public transportation and community supports can create partnerships that benefit the entire community.
Promoting resources like Safe UT as well as wellness programs like Sources of Strength provide structure and prevention for student mental health.I support mental health through weekly posts on social media under #MentalHealthMonday.Support staff like elementary counselors, psychologists, school nurses, and social workers are essential in promoting strong mental health supports for students.Utilizing wellness centers to promote options for mental health and expanding counseling options under medical insurance is also a valuable resource for supporting staff mental health.
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