Campaign Phone
9204700908
Two of my four sons graduated from the Aces Xavier system, one from Appleton West last year and one who will graduate this year from Appleton North. I decided to run for the school board because I saw a definite difference in the academics between the Aces system and the public system. I researched the AASD published reading/writing and mathematics scores and found that the number of students who met or exceeded grade-level standards has radically declined over time. I want to generate a discussion and be part of the solution that reverses this trend.
AASD has many educational paths for children to participate. From the Classical school to Montessori to a standard education tract, AASD has multiple offerings for parents to select and steer their child’s education. As a district we need to learn from the successes of each tract and apply these lessons to areas where we are not as strong. We must have an open mind and attitude to fix these shortcomings and ensure we are providing the best education
for our students.
Attracting and retaining effective teachers begins with defining what these traits are. The most important dynamic in the education system is the teacher/student relationship. As a school board we must set policies and guidelines that create a positive teaching environment for all students. Each child is unique and learns at their own pace. The current model is oriented towards most students but not all. We need to develop a teaching curriculum for those students who do not fit this model. This is where communication with teachers is essential to develop education plans. Empowering teachers is essential to achieving results.
K-12 education is the building block of a child’s understanding of the world and what we as a society deem important for them to function as an educated citizen. Most students do not go onto college or higher education. While we must recognize that not all students come from the same background or environment, our task is to educate them in the same basics regardless of
socio/economic or cultural background. Parents and family impart and teach values through their shared experiences. Public education is not meant to be a substitute for the family but a reinforcer.
Schools need to maintain an open, positive, and inclusive environment for all students with no one group treated differently than another.
The administration has been clear in what they feel must be cut if the referendum fails but not how they plan to balance the reality that we have a declining school age population versus future spending needs. I haven’t heard the plan of how this new spending will increase student performance in reading/writing and math proficiency if the referendum does pass. I understand that this is a complicated issue, but I also see that this is a crisis that has been years in the making. I am not opposed to a future referendum request, but I feel that now is premature. If we are going to ask for additional money, we owe it to the taxpayers to exhaust all avenues of cost cutting and we owe our children a plan as to how we will better prepare them to face the challenges of life
Campaign Phone
9203580287
Preferred Pronouns
He/Him
Facebook
www.facebook.com/JasonKolpackForAASDSchoolBoard
I currently serve on the Appleton Area School District Board of Education and am seeking another term. I am the parent of two AASD students, a seventh and ninth grader, a U.S. Navy veteran, and a technology leader in the Fox Cities. I also serve on the Fox Valley Technical College IT Advisory Committee, which helps ensure educational programs align with regional workforce needs.
I am seeking another term to continue supporting efforts to improve student outcomes, maintain long-term financial stability, and ensure AASD remains a district of choice for families in our community.
The Appleton Area School District’s greatest strengths are its schools and the dedicated educators and staff who make them exceptional. The district also benefits from careful planning by the administration, which has been important as we work to manage a budget deficit and maintain focus on student outcomes.
I want to ensure we are getting the most value from every dollar spent and continue improving communication, both between the district and the community and between administration and staff. By refining processes and maintaining open dialogue, we can support educators, strengthen governance, and provide the best opportunities for students.
Attracting and retaining qualified teachers requires competitive wages and benefits, especially as we compete with other districts and the private sector. It also requires valuing educators’ time and treating them as professionals. Professional development is critical, and feedback from staff shows it remains a priority. The district must foster a culture that empowers educators and provides the tools they need to succeed. By combining fair compensation, respect, growth opportunities, and a supportive environment, we can retain excellent teachers and continue providing high-quality education.
I am not an expert in education, curriculum, or instruction, so I rely on the expertise of our educators and curriculum specialists. I support the concept of “windows and mirrors,” ensuring that students see themselves reflected in what they learn while also being exposed to experiences different from their own. I also believe community feedback is critical, and I would like to see broader participation in the curriculum development process. By combining expert guidance with community input, the district can ensure that curricula are both culturally responsive and inclusive.
I support the proposed referendum. State-imposed revenue limits leave the district with only two options: cut spending or increase revenue, and a referendum is the only mechanism to increase funding. Regardless of personal opinions, it is ultimately up to the community to decide whether to support our public schools. This referendum is critical to the continued operations of the district. Without it, catastrophic cuts would be required. Even with passage, AASD funding would still remain below state and large-district averages. My own children are among the students who would be impacted by these cuts.
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Campaign Phone
9203580110
Facebook
facebook.com/SauterForAppletonSchoolBoard
As a lifelong Appleton resident and proud graduate of the Appleton Area School District (AASD), I have seen the impact our schools have had on generations of my family, including my sibling, spouse, children, and family members currently enrolled. I also spent nearly 30 years working in the AASD as a special education and regular education teacher.
For nearly six years, including five as vice president, I have served on the AASD Board of Education and on the Programs and Services, Community Linkages, and Finance committees. I believe strong public schools are the foundation of strong communities, and I am committed to thorough preparation, stakeholder engagement, collaboration, and advocacy for students, families, staff, and our community
AASD staff are dedicated, skilled, and compassionate professionals committed to student success. The district offers families choice through neighborhood schools, 15 charter schools, specialized programs, and diverse curricular and extracurricular opportunities tailored to meet the unique student needs.
Like many schools today, AASD faces challenges such as securing adequate funding, maintaining a sustainable budget, attracting and retaining high-quality staff, and supporting student success. Key priorities include improving literacy through stronger instructional practices and aligned curriculum, addressing mental health, attendance, and poverty, and strengthening communication and collaboration with families and community partners.
To attract and retain skilled, effective teachers, the AASD must offer competitive compensation and benefits, along with a safe, positive, and supportive work and learning environment. Workloads should be regularly reviewed, and initiatives evaluated to ensure their effectiveness. Educators must have opportunities for meaningful input in decisions that affect their work, including the addition, modification, or elimination of tasks and processes. Time for collaboration and planning should be embedded within the workday to promote instructional excellence and educator well-being. Clear, supported pathways for professional learning and career advancement should be established and actively encouraged.
Administrators and professional educators are responsible for developing curriculum that aligns with state standards and reflects the Board-approved district goals and philosophy. District stakeholders, including educators, parents, and community members, are invited to provide input. The AASD is committed to honoring and representing the diverse populations it serves through inclusive, culturally responsive curriculum and practices so that all students feel acknowledged, respected, and supported.
For decades, Wisconsin’s school funding formula has failed to keep pace with rising costs, and state and federal funding has not fully covered mandated programs. State revenue limits established in 1993 result in AASD spending about $2,300 less per student than the state average.
Despite these challenges, the district has managed its resources responsibly by repaying debt early, delaying the replacement of non-student-facing positions, carefully reviewing and freezing school and department budgets, and repurposing a neighborhood school to deliver programs more efficiently.
This referendum is essential to sustaining educational opportunities for all students and ensuring the district can meet the diverse student needs.
