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Position/philosophy statement
My leadership and policy philosophy is grounded in the belief that strong schools are the foundation of strong communities.
Current Occupation
Director of Media and Technology & Public Information Officer
Age (optional)
49
I bring over 17 years of experience in public education as a classroom teacher, instructional coach, assistant principal, and district-level leader. I have led curriculum development, strategic planning, policy implementation, and district-wide technology initiatives, including nationally recognized work in emerging technology guidance. With a doctorate in educational leadership, I use data-informed, student-centered decision-making to guide policy and long-term planning. As a parent of two children in our public schools, I also bring a personal understanding of how decisions impact families. My experience, collaborative leadership style, and commitment to transparency position me to serve effectively and responsibly.
The most important responsibilities of a school board member are to keep students at the center of all decisions while providing effective governance and oversight. This includes setting clear policy, approving budgets responsibly, hiring and evaluating the superintendent, and ensuring accountability through data-informed decision-making. Board members must listen to stakeholders, communicate transparently, and work collaboratively to support educators and maintain strong, safe schools. Long-term planning and fiscal responsibility are essential to ensuring sustainability and student success.
The most critical needs in our school district include recruiting and retaining high-quality educators, supporting strong instruction, ensuring student safety, and maintaining fiscal sustainability amid declining enrollment. I would prioritize funding that directly impacts classroom learning and teacher support, followed by investments in safety, essential services, and responsible technology use. Decisions must be data-informed and aligned with long-term planning. By working collaboratively with county leaders and community partners, we can maximize state and local resources to meet current needs while preparing for future challenges.
To recruit and retain qualified teachers, the district must focus on support, sustainability, and respect for the profession. This includes advocating for competitive compensation, strengthening mentoring and professional development, and ensuring teachers have the resources and instructional support they need to succeed. Creating a positive school culture, reducing unnecessary administrative burdens, and providing clear communication and transparency are also critical. Collaboration with county leaders and community partners to address housing and workforce challenges will further support long-term retention.
A strong Pre-Kindergarten program is essential to student success and long-term educational outcomes. High-quality Pre-K builds a critical foundation in literacy, numeracy, and social-emotional development, helping close readiness gaps before students enter kindergarten. Investing in early childhood education supports equity, reduces the need for later intervention, and strengthens the overall school system. I support policies that expand access to quality Pre-K programs and ensure alignment between early learning and K–12 instruction so students begin their educational journey prepared to succeed.
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