My professional experience, community involvement, and 2+ years on the CG School Board have prepared me to continue serving.
During my nearly 20-year career at Lilly, I worked in marketing, corporate strategy, and organizational transformation, developing skills in analyzing complex issues, understanding financial tradeoffs, and managing change. As a former CPA, I also bring strong financial expertise.
I am also the mother of two recent CGHS graduates, so I have firsthand experience with our schools.
Before joining the Board, I served 4 years on the CG Education Foundation and was a CG Ambassador. My Board service has further strengthened my understanding of the district and the importance of listening to different perspectives.
Like all decisions that I make as a Board member, I want curriculum decisions to be informed by multiple perspectives. At CG, our Teaching and Learning professionals lead the review, bringing professional expertise and experience to the discussions while obtaining input from teachers, administrators, parents, and community members.
The Board's role is to ensure a robust process is in place to review curriculum and solicit input and feedback. The Board asks questions to understand the rationale and evidence behind the recommendations. The Board should provide oversight of the process while respecting the expertise of our educators.
After considering these perspectives, I will ultimately make decisions that are best for our students.
CG’s priority should be to ensure every student has the opportunities and support they need to succeed. We must meet our students where they are in order to serve their individual needs. Strong academic performance is key to that work. We should continue to use performance data to identify gaps and strengthen curriculum, instruction, and support.
We also need to ensure all students feel a sense of community and belonging. This is especially important in a school district of our size. Opportunities in athletics, the arts, clubs, and other activities help students find their place, build relationships, and stay engaged in school.
Our goal is to prepare every student for life after graduation, whether they enroll, enlist or seek employment.
CG has made sound financial decisions that have allowed us to keep our tax rate stable while investing in our schools. SEA 1 will make maintaining that balance more difficult.
Going forward, we must protect classroom resources, pay teachers competitively, maintain our high-quality facilities, find efficiencies, and look for opportunities to retain more students living in CG. We also need to plan beyond a single budget year and understand the tradeoffs of every decision.
If funding pressures continue as they have, we will likely need to consider a property tax referendum. That conversation will come after other options have been carefully evaluated, with clear communication to our community about the need and impact.
The greatest challenge will be navigating the financial impact of SEA 1 while maintaining the quality our community expects from CG. We will need to make thoughtful choices about resources while continuing to attract and retain great teachers, maintain our facilities, and improve academic performance.
Continuing to retain our resident students is also important, especially now that families have more educational choices and access to vouchers.
At the same time, we can build on CG’s strengths. We have strong schools, an engaged community, and a wide range of academic and extracurricular opportunities. The next four years should be about adapting to a changing environment without losing what has made CG special.
Campaign Phone
3177537055
I have had several personal and professional experiences which prepared me for the opportunity to serve on the Center Grove School Board. As an athlete and coach, I learned valuable lessons in teamwork, leadership, and collaboration. In my professional career, I have served on several boards of directors, including the Center Grove Education Foundation. During my tenure, I served as the President for two years. Additionally, in my professional career I have led teams, managed complex operations, and built successful partnerships. I feel all of these are vital experiences that have prepared me to serve on the Center Grove School Board.
Students, families, educators, and staff are the lifeblood of our school system. Being able to balance input from various groups is imperative to the role of a board member. I deeply respect the first-hand experience and knowledge these groups provide. I would strive to have as much relevant information as possible, while taking into consideration all possible impacts and consequences prior to making any decision.
Providing an exceptional educational experience for all students is the vision of Center Grove Community Schools. Center Grove does a great job equipping students in and out of the classroom. As a board member, I think it is important to celebrate the success of our district, while continuing to pursue progress. In order to do this, we have to continue to provide safe and secure enviroments for all of our students. Secondly, student success is impossible without the tireless work performed by our dedicated teachers and staff. We have to continue to find ways to increase our teacher compensation, limit our class-sizes, and equip our professionals. Lastly, we must continue to provide top-notch extra-curricular activities.
School budgeting is a complex and difficult task, especially in today's environment. With changing legislation and additional unfunded mandates at the state level, this is without question the biggest obstacle facing our district and public education as a whole. As a new member, I am learning and will continue to learn as much as I can about school funding and the various nuances. As with all things, I believe the best approach is to collect as much information as possible, weigh the realistic options, and make an informed decision that provides the best possible outcome.
As mentioned in my previous response, I believe funding and financial constraints will be the biggest challenge in the next four years. We must find effective ways to resource our teachers and staff, provide our students with opportunties to succeed academically and personally, and continue to provide top-notch environments. While this is definitely a challenge, I believe it is also our greatest opportunity. If we as a board and community, can overcome the financial challenges ahead, we can position our district for continued success for generations to come.
Campaign Endoresements
Mental Health Now and Moms Demand Action designation
I grew up in Center Grove, graduated from Center Grove, and raised my family here. Being the parent of a special needs child has probably prepared me more than anything. I know what it feels like to sit on the other side of the table, ask questions, advocate for your child, and simply want to be heard. Working as a substitute teacher gave me a greater appreciation for what our educators manage every day. Co-founding Every Kid Eats – Johnson County and participating in Center Grove Ambassadors have helped me better understand both the needs and strengths of our community. These experiences have taught me to listen, ask questions, consider different perspectives, never forget who our decisions ultimately impact, and lead with empathy.
Good curriculum decisions start with listening to the people closest to our classrooms. Educators bring expertise and understand what works in practice. Students can tell us how they experience what we teach, and families deserve opportunities to ask questions and share concerns. The broader community also has a stake in preparing our students for what comes next. Not everyone will agree, and listening doesn’t mean every request becomes policy. My responsibility would be to consider those perspectives, ask questions, rely on educational expertise, evidence, and student outcomes, and make decisions based on what best prepares our students to succeed. Just as importantly, we should be transparent about how and why those decisions are made.
Student success starts with making sure every child has what they need to learn and grow. That means recruiting and retaining great teachers, keeping classrooms safe, supporting mental health, and recognizing that students don’t all learn or succeed in the same way. We should provide strong academics while making sure students who need additional support aren’t overlooked and students who need greater challenges continue to grow. Success also has to extend beyond test scores. Whether a student plans to attend college, learn a trade, enter the workforce, or serve in the military, our goal should be to graduate young people who are prepared for what comes next, confident in their ability to succeed, and feel like they belong here.
School budgeting requires planning ahead, staying within our means, and being responsible with every taxpayer dollar, with the future in mind. As funding conditions change, we should plan for different scenarios rather than wait for a crisis and prioritize spending that directly supports students and classrooms. Transparency is essential. Our community should understand where its money is going, why decisions are made, and what tradeoffs may be necessary. We also cannot discuss funding without acknowledging decisions made at the state level. Board members should advocate to our legislators for sustainable public school funding. We have to responsibly manage the resources we have while advocating for what our students and educators need.
Over the next four years, changes in state funding, including the impact of SB 1, enrollment trends, and teacher recruitment and retention will significantly impact our district. As districts consider referendums to address funding gaps, Center Grove should plan ahead, stay within our means, advocate to legislators, and explore responsible options before asking taxpayers for more. We also need to understand how enrollment changes affect staffing, programs, and facilities while ensuring we are meeting the evolving academic, mental health, and special education needs of our students. These challenges are also opportunities to be proactive, strengthen our schools, and make thoughtful decisions that keep Center Grove strong for the future.
When my children began school at CGES in 2021, it was apparent that my professional skills, positive attitude, and innovative mindset could be useful to the corporation. I began volunteering in a variety of activities at school and to coach my children's sports to better understand the community needs.
After the unfortunate passing of Gary Robinson in 2024, I endeavored to attain the open School Board of Trustees seat that he held. Ultimately the seat went to another candidate, but I felt inspired to continue and was nominated to participate in the CG Ambassadors program.
This was an enlightening experience and led me to pursue this public office to help our students, families, and community through our public school system.
Each of these groups are stakeholders and deserve to contribute to the curriculum decisions as an integral piece which shapes who we are as a unified team focused on CG success.
Students and families have many education options beyond public school and we must perform in ways that attract, retain, and improve the students and families within this community. CG school corporation should be the very first choice for families.
In addition, we need to rely on the pragmatic educators and administrators who can leverage their expertise to understand the currently available curriculums and provide input on which best fit the students needs. Curriculums need to bolster our mission of benchmark performance.
Our highest and ultimate goal has to be implementing the best policies and practices which make our school corporation a global benchmark for academic, athletic, and artistic success.
New policies must not distract from this ultimate goal, and current policies must be revised to meet this mission.
We owe our community the best paid/performing teachers, smaller class sizes, and benchmark athletic/artistic/extra-curricular opportunities.
If we are not growing we are declining, and the academic performance needs to improve greatly to get back to our pre-Covid trajectory. I will leverage my professional experience as a manager in a global company, and my degree in Organizational Leadership and Supervision, to ensure our CG schools succeed
This is an area of expertise for me, and I would be prepared for this change. Indiana has already codified through SEA1 that less tax revenue will be sent to public schools and our corporation will need adjusted to reflect this.
Financial management impacts every aspect of our corporation from school performance to student retention.
Our budget needs to reflect our mission, provide for students and families, and create space for positive growth.
Challenges for us will be: aligning corporate directives to new state policies, managing the advent of AI in education, developing budget revisions to account for revenue changes, effective allocation of the $50m bond package, and leading the district through a referendum. This is only a few of the challenges, and I am up to the task to help lead us through them.
However, There are far more opportunities than challenges, and we cannot limit ourselves to the status quo. To be a global benchmark is not beyond us and our abilities as a community to grow are beyond measure. CG needs robust leadership willing to take decisions driving us towards that aim. We need to adopt a new way of thinking.
A great attitude provides great latitude.
Campaign Phone
3173727055
Campaign Endoresements
UTACG
As a former Center Grove employee and current special educator, I am familiar with some of the changes in culture and education that our teachers face. I am deeply rooted in this community and feel very thankful that my children have benefited from the talented educators in the district. I believe those personal experiences help to shape the lens I would use in the school board role.
Additionally, I consider myself a problem-solver and out-of-the-box thinker. In other organizations where I have worked, I've learned to analyze situations and implement changes toward efficiency.
I value personal engagement and understand that leaders must stay connected to members of their team to keep informed on their needs, successes, and concerns.
It would be an honor to serve in the role as a school board member as true voice of the community. I believe that decisions are best made through the participation and dialogue of all stakeholders. I plan to connect with others through various outreach in an effort to gain as much insight from the community. My voice would serve to educate other board members and appropriate leadership as well and provide advocacy on causes the community values. This insight is critical so that everyone can make the most informed, thoughtful decision while also ensuring that team members/the community trust that their views are represented.
Regarding curriculum, we must consider the type of student we are shaping and seek insight from the teachers.
Students will thrive in a culture of collaboration and trust. Teachers must feel that they are valued and able to share their ideas, talents, and skills when appropriate. Highly productive teacher groups are based on empathy and trust; frequent teacher turn-over limits the efficiency of group development and progress as they must continuously "start over" with a new member.
Additionally, we must select curriculum to support continuity across the district while balancing high-quality research-based interventions with trained teachers for those students at-risk. Our district priorities should include: robust curriculum, teacher retention and engagement, improved cultural climate, manageable classroom sizes, and intentional screenings.
Through the mindset of servant leadership, we must consider the needs versus the wants of the district. Budgeting decisions are always challenging, but focused decision making on what is best for students will help guide the narrative and discussions in the right directions. Decisions based on any other foundation should be cautioned- we must do what is best for students in our district. There may be opportunities down the road in which we need to reach out to the larger community for assistance. Should that be the case, the district will need to be transparent with their fiscal responsibility in action through sound budgeting decisions.
The opportunity in front of us- this opportunity for change- is a chance to shape a district supportive of dedicated, experienced teachers that work together collaboratively with trust to continue providing exceptional educational opportunities for all students. Our culture during this time of financial uncertainty is most important- we must trust that those in charge are making decisions for the good of The Grove. To earn that trust, leadership must show empathy, transparency, and collaboration. When the culture is restored, we can work as one toward to provide a high-quality education for the students in Center Grove.
This legacy of culture and collaboration can be foundation for the education of Trojans for generations to come.
Campaign Phone
(317)730-7711
imageurl
https://ballotpedia.org/Kathryn_Minor_Reed_(Center_Grove_Community_School_Corporation,_At-large,_Ind
I’ve been a proud Trojan since 5th grade. I’ve been a CENTER GROVE student, graduate, teacher, coach, and now Parent. I have a degree in education from IU and was a special education teacher for many years. Currently, I own a small insurance business that helps vulnerable communities gain information and access to their healthcare options through Medicare and Medicaid. As a former teacher, I have an extensive understanding of the daily functions and operations of a school day. I’ve held multiple licenses and certifications to prove my understanding of education policies, rules, regulations, and laws. I’ve also been involved in multiple committees and teams within the school community. My commitment to serve has prepared me for this role.
I would balance input from the community by establishing or maintaining effective opportunities for their voices to be shared. I will gather input by making observations in classrooms, asking questions, talking with parents and teachers and working closely with other board members.
In order to make the best decisions for our students, I will also trust the experts to help guide conversations about curriculum, safety and operations. I will also rely on my insight as a mom, former teacher, and business owner to ensure that I gain insightful knowledge before making important decisions.
The school district’s highest priority is maintaining student safety. Safe classrooms and campuses support student success. To adjust to funding changes, the highest priority for the school district is to figure out how “to maintain what we have with less.” I will support measures that increase our teaching staff to reduce classroom sizes. I will support measures that do not negatively impact safety or student learning. I will also support common sense practices in conjunction with state and federal laws. In order to support student success in the future, we all have to continue to work together. It is a priority for the district to adapt, adjust, and accommodate future blessings and burdens.
Happy Teachers + Happy Kids=Happy Families
As school funding conditions change, our teaching staff and academic services should not change. Current safety measures should be maintained and student safety will remain the number one priority. Teachers are a school’s biggest resource and asset. When funding decreases, the number of teachers in our district should not. As a former teacher. I will offer suggestions and ideas on how to minimize costs that don’t impact teachers and student safety & learning. Over the next four years, the corporation can postpone any new major construction projects and purchases to save money and pay off debt. I will work with the other board members to ensure that student safety and success does not get negatively impacted by a decrease in school funding.
Over the next four years, Center Grove has an opportunity to refocus, adjust, and adapt.
A decrease in public school funding will have the greatest impact on the school district over the next four years. Also, the continued teacher shortage and an increased need for mental health services will also impact the district greatly. Opportunities to save, invest and repurpose funds will help the corporation maintain and update services as needed.
Campaign Phone
3174433913
I grew up in the Center Grove community
I have substituted in every subject matter at Center Grove
I have taught in different school districts, inner city, urban, and small country districts
I have been active in the Center Grove alumni group for decades
I was part of Leadership Johnson County class 2015-16
I was a member of Indiana School Board Association for 6 years.
I try to experience extra curricular activities at the school
I have years of experience being on the Center Grove school board
By attending extracurricular activities I listen to what students and parents are conversing about with each other. Curriculum has to be driven by student needs. It needs to be a well rounded and balanced curriculum. We have to keep an eye on what is happening at the college level and in the area of training for the different trades. We also need to hire a teaching staff that allows the school to have an expanded curriculum.
By providing a positive environment at all levels. The school should provide a spiraling up effect in its curriculum. The school should be aggressive in its hiring practices to obtain the best classroom teachers and ancillary staff. The school must stay competitive in staff compensation.
Having a safe secure environment. Having a secure environment that lets the students and staff feel safe and relaxed while attending school.
Student needs must always come first. The school board and administration must stay aware of what is happening at the federal, state , and local government entities. As a school board member you have to be ready to make the hard and sometimes unpopular decisions.
School budget changes at the state level will make budget challenges at the local level. Competition for students will become an important issue. Housing development may outgrow the number of school buildings at present. Housing costs for entry level families is challenging. Making sure political influence does not enter into the curriculum and/or classroom.
I bring a unique, well-rounded perspective to the Board. I was a CG teacher for 4 years at Middle School North, worked in the CG technology department for 12 years, and am currently a preschool teacher at Crabapple Creek. In addition, my husband and I have a son at WG, daughter at MSC, daughter at CGHS, and a recent CG grad who is now attending IU. I have also been very involved in PTOs at several of their schools and active in their classrooms.
These experiences have allowed me to see our schools from many different perspectives—as a teacher, staff member, parent, volunteer, and community member—and have given me a strong understanding of both the strengths of Center Grove and the challenges facing our schools.
I would take input from all stakeholders into consideration, while always making decisions based on what will be best for students first. Teachers’ input is especially important because they are on the front lines in the classroom and see firsthand how the curriculum impacts student learning. Families, students, and community members also bring important perspectives that should be heard and considered. In the end, thoughtful curriculum decisions require collaboration, careful consideration of all perspectives, and a continued focus on what best supports student learning and Center Grove’s success.
Two of the highest priorities should be retaining high-quality teachers and ensuring we are meeting the increasingly diverse needs of our students.
As a parent, I have seen some of our best teachers leave Center Grove. I would like to better understand why and what we can do to retain talented educators. High-quality teachers are essential.
Another priority should be addressing the increasingly diverse needs of Center Grove students. Students come to school with a wide range of behavioral, language, and academic needs. And teachers face large class sizes and class compositions that can make it difficult to meet the individual student needs. We need to listen to educators, examine what is working, and make sure teachers have support.
I would collaborate with our administrators and other school board members to make sure Center Grove’s budget is as fiscally responsible as possible. I understand there are limitations on how school funding can be used and which categories expenses can fall under. As funding conditions change, I would want to carefully examine spending and make sure we are using every dollar in the best way possible–prioritizing the people, programs, and resources that have the greatest impact on our students.
One challenge is funding. With the current funding formula, the district may need to consider a referendum to secure additional funding to keep class sizes manageable and continue to attract and retain high-quality teachers.
One opportunity that I hope will have a great impact on our school district is the continued vertical alignment of curriculum. Teachers have been providing feedback on elementary curriculum maps while implementing them in their classrooms. Their work is now extending into the middle school levels to help identify and eliminate gaps in curriculum. Strong vertical alignment can help ensure all Center Grove students receive a guaranteed and viable curriculum as they progress from grade to grade.
