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USD 233 Olathe District 5 BOE

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  • Robert Kuhn

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    Kristin Schultz

Biographical Information

What would be your top three priorities if elected?

What skills, expertise, experience, or competencies qualify you for this position?

How would you suggest your school district address diversity issues for the most positive outcome?

With the recent pandemic, what technology or innovative changes do you envision for the district?

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Personal Biography Kristin Schultz is an Iowa native and has lived in the Olathe School District for 24 years. Kristin has served on the Olathe Board of Education for the past two years and is a former board member of the Olathe Public Schools Foundation, where she co-led the development of its Women’s Giving Circle and is a founding, sustaining member of the $250K+ initiative. She has two young adult children who are Olathe graduates. Kristin is a public media development consultant and NYT Spelling Bee addict.
Campaign Phone (913) 397-8023
Campaign Email
Campaign Web Site
Education University of Iowa | Enterprise Leadership
Community/Public Service Current/Past Civic Involvement: • Olathe Public Schools, Board of Education • Olathe Public Schools Foundation, board member • Olathe Public Schools Foundation, Women’s Giving Circle, Co-Creator and Inaugural Committee Co-Chair • Olathe Public Schools, Bond Task Force • Olathe Public Schools, Citizen Education Academy • Head Start Policy Council • Jewish Federation of GKC, Women’s Philanthropy; Co-Vice President of Leadership (2x) • Jewish Community Relations Bureau/AJC; Board member, Vice President • Jewish Federation of GKC, Emerging Jewish Leaders 2.0, Dan Fingersh Young Leadership Award • Congregation Beth Shalom, Sisterhood; Board member
•Implementation and execution of our Strategic Plan as the guide to closing gaps and building strengths after 20 months of Covid impacts. Continuous assessment of processes supporting our Portrait of a Graduate model, including ensuring that all graduates exit with at least one Market Value Asset and the soft skills to succeed on the academic or business path they choose. Support for our Superintendent’s Leadership Team in its evaluation and reiteration process. •Commitment to an educational culture where all belong, it is believed that all can and want to achieve, and social/emotional understanding is in practice. This includes supporting the mental and emotional health of staff and students, AND practices of belonging that ensure staff and students feel safe and at ease in their surroundings. •Planning for the financial health of the district with clear-eyed understanding of the changes ahead, demands of aging infrastructure, and the community’s need for predictability and stability.
•Attention: Policies affecting public education at the local and state level were on my radar more than a dozen years ago. •Experience: The past two years were a crash course in nearly everything a school board member could face over a multi-term span; it helped that I wasn’t new to the systems of public education. Six years with the Olathe Public Schools Foundation laid groundwork for working on a board within public education. A takeaway from that experience is the practice of working as one contributor with other dedicated and thoughtful colleagues. Board leadership requires listening respectfully to the thoughts and perspectives of others; we can’t function with bullies and belligerence causing havoc and upheaval. •Commitment: I thought my time investment in public education would end when my kids graduated, but texts and calls asking me to return were persuasive. There’s a history of figures working against public education in Kansas and protecting it is a local, urgent matter.
Act meaningfully and deliberately. We’ve formed a Department of Diversity and Engagement and empowered its leadership to create and execute a comprehensive plan for setting and achieving benchmarks and alignment for our DEIB practices. We’ve joined the Kauffman Foundation’s Equity in Schools Cohort with the objective of designing a three-year equity plan designed with Olathe-specific inputs. Data assessment, supports for an equity-driven culture, system alignment, training and coaching are part of the outcome. An equity audit will provide objective inputs that guide design planning as well as administration and staff professional development.

Olathe is a diverse community, and the district must exist as a place of belonging and participation for and from everyone within it. Doing so requires developing intercultural sensitivity, acknowledging representation, and being open to hearing constructive criticism along the way. It will occasionally get uncomfortable. Making changes are.
We define innovation as a long-term, cyclical process of small successes and frequent mistakes (Strategic Plan), so the pandemic represents one episode informing how we leverage innovation and technology to benefit our students. Example: ongoing iterations of the Olathe Virtual School. Students who thrived in the online environment with highly engaged and creative district teachers are having their first year of learning with courses specifically designed for virtual delivery. That’s very different from flipping lesson plans from classrooms to platforms; there will be more to learn and revise from this year’s cohort. There are 3 public higher ed campuses inside the Olathe School District boundaries: JCCC, KU Edwards Campus, and K-State Olathe. We can create networks between our programs and existing opportunities on those campuses, even as they are students in our system. Creating students at ease around higher ed increases the odds they will continue successfully, collegebound or not.