Candidate Profiles

I want to serve on the school board because, after four years of tumult in education, it is time for bold new ideas and leadership that is not hindered by the old ways of thinking. Public education is at a flex point and new paths are needed to ensure our schools remain strong and competitive in the face of increasing pressure from charter and private schools. It is not a time to be timid. It is a time to think outside the box and find creative solutions that keep students at the center of every decision. For too long, our board has been cautious where it should be bold, clinging to old ways instead of preparing for the future. The next few years will determine whether our district thrives and we cannot afford business as usual. My life is rooted in advocacy and service. As a surgical technologist, I helped families deliver babies, some of whom are now entering kindergarten, making critical decisions for their child and our district. I have also spent a decade as a community organizer, building coalitions, amplifying voices, and achieving tangible change. These experiences have taught me how to advocate strategically: championing what matters, bringing people along, and achieving results through collaboration, skills our schools need now. As a staff member of the Cedar Rapids Public Library and Foundation, we are building the new Westside Library, showing us what’s possible when a community rallies around public institutions. We must prepare students not just for tests, but for life. That means caring for the whole student — their academics, mental health, and sense of belonging. Success looks different for every child. Some will choose college, others will enter the workforce, and others will pursue training or service. Every path matters, and our schools must support each of them. Cedar Rapids’ Career & Technical Education (CTE) pathways program already shows what innovation looks like: construction, healthcare, culinary, engineering, and more. These programs prepare students for work and higher education. I want to expand these pathways and integrate emerging tools like artificial intelligence so students learn to navigate, not fear, the technologies shaping tomorrow. I also know what it’s like to grow up in Cedar Rapids and attend private school. That experience shaped me, but it strengthened my conviction that public dollars must stay with public schools. Vouchers pull funding from schools meant for everyone. Public schools are the great equalizer. They bring together children of every background and identity. They deserve our full investment. Cedar Rapids needs a board that listens, acts, and moves forward, not one slowed by division or distractions that take focus from students and staff. We need leadership that holds the state and federal government accountable and acts with creativity, courage, and collaboration. I love this community. I love our schools. And I believe our students deserve a board that leads with authenticity, transparency, and commitment. Equally important, I believe a school board must be able to function without strife and unhealthy conflict. We need people on the board who bring the community together, ensuring that every decision is grounded in the district’s strategic plan and focused on moving us forward. It will be collective effort, not conflict, that will allow us to fulfill our mission of ensuring that every student is future ready. It would be my honor to serve as that bold new voice our students, staff, families, and greater community deserve.

I have been actively engaged in school board meetings for several years, attending as a community member as far back as 2019. I also take advantage of the district’s online viewing option and keep current with board minutes via the CRCSD website. During that time, I have not only observed the work of the board but also spoken during public comment, particularly on issues such as Education Savings Accounts, where I felt it was important to stand up for the value of strong, fully funded public schools. One of my strengths is legislative advocacy, and I believe school board members can play an important role in helping the community understand how state-level decisions impact our classrooms. I am especially interested in helping bring issues to the public so they can be involved in advocacy themselves. By teaching and encouraging others to raise their voices for public education, I hope to build a stronger coalition of support for our schools and ensure that every decision made at the Capitol reflects the needs of our students and families.

Our district is facing some big challenges. Teacher and staff shortages, burnout, and retention are top of mind. I hear from educators that they love their students but feel stretched too thin. At the same time, communication and trust need rebuilding, whether it’s between district leadership and staff or between the district and families. And we can’t ignore the systemic barriers: chronic underfunding from the state, the impacts of the voucher system, and the increasing needs of our students. We need to rebuild transparency and trust through honest communication with families, staff, and the community. And we need to be strong advocates at the state level, pushing back against policies that harm public schools while finding creative, community-driven solutions here in Cedar Rapids to meet the needs of our students.

Strengths: -Dedicated staff & leadership: Our teachers, support staff, and administrators consistently go above and beyond for students & their families. -Clear vision - “Every Student, Future Ready”: The district has a strong strategic plan and a unifying tagline that keeps the focus on preparing each learner for success after graduation. -Student support, opportunity & equity: CRCSD has made major investments in behavioral health staff, credit recovery options, and additional measures to increase graduation rates. -Community partnerships: From the Hoover Community School rebuild to legislative advocacy and bond efforts, our district has built strong ties with city leaders, neighborhood groups, and civic organizations. Weaknesses: -Communication, consistency & transparency: Stakeholders sometimes receive mixed messages or feel delayed in responses. Additionally, communication between the Board and District Administration, teachers, students & public must continue to be improved. -Retention & recruitment: Like many districts, CRCSD is challenged by shortages in key roles, especially math & special education. -Behavior and Climate Concerns: The ongoing work on culture, clarity, and support must remain a priority. -Implementation pace & alignment: Balancing innovation with stability will help our initiatives achieve their full impact and reduce staff stress

If budget cuts were required, I would begin by protecting the classroom and ensuring that students’ learning experiences are impacted as little as possible. My priority would always be to safeguard instruction, teachers, and the direct supports students need to succeed. That means I would first look at areas outside of day-to-day learning. For example, we could carefully explore energy efficiencies, and examine the costs associated with conferences and travel. Taking a further look at administrative overhead costs will also be an essential review. At the same time, I recognize that declining enrollment is a very real threat to our schools, and it will require us to make difficult decisions about how we allocate resources. Those decisions must always be tied to the district’s strategic plan and guided by the staffing model now in place. This model is designed to be fair and transparent, ensuring that staffing decisions are applied consistently and equitably across the district. With federal funding also at risk, it is critical to prepare the community for the possibility of program cuts and to be transparent about the choices ahead. Educating the public about both declining enrollment and funding considerations will help ensure that difficult decisions are made with shared understanding and a focus on keeping students first. I will make it a priority to make sure that the public understands just how affected our district is by both federal and state budget cuts to education funding. This is a huge opportunity to build a new coalition of advocates that our board is not taking advantage of. I would also look for opportunities in the interim to apply for grants and other creative ways of funding outside of the district budget.

Yes, I strongly support the College and Career programming and the 9th Grade Academy because they expand opportunities for students and prepare them for a wide range of futures. These programs ensure that students who want to pursue technical fields have clear pathways, while also continuing to provide rigorous college-prep coursework for those headed toward higher education. What I value most is that students are introduced to career exploration earlier, which helps them narrow their interests and make informed choices about their future. Hands-on learning not only engages students more deeply, it also increases attendance, builds self-worth, and reduces behavior issues by giving students a stronger sense of purpose in school. The College and Career pathways also provide direct routes into the workforce for students who want to begin their careers immediately after high school, giving them marketable skills and real-world experiences before graduation. I believe that the combination of college preparation, technical training, and hands-on exploration will ensure that every student can leave high school with a clear plan and the tools they need to succeed. These programs will eventually also give students more ways to engage with our community if done correctly. That strong tie in back to community and investment in students establishing relationships with employers and our area businesses, etc. will also help our community retain a strong workforce here in Cedar Rapids. People remain in Cedar Rapids for the opportunities and connections we establish with one another. Encouraging young people to build those relationships early on helps build that sense of community. This is an important consideration as we find more & more young people moving away from Iowa.

Yes, I am proud to support the bond because our students deserve facilities that provide safe, modern, and accessible learning spaces. It has been 25 years since the last school bond in our community, and today the average age of our buildings is 62.5 years. Many are well past their intended use, and the high costs of maintaining them take away resources that could otherwise be directed toward student learning. Updating our facilities is not only the responsible choice, it actually provides a $23 million return on our 20-year investment through savings in maintenance, energy efficiency, and operations. The bond also ensures that all students have equal opportunity. Making our schools fully ADA accessible is not optional. It is a matter of fairness and inclusion. At the same time, the plan respects our history by preserving significant buildings while creating modern spaces that meet today’s educational needs. The district has gathered community feedback and listened to voices from across the city, and the improvements included in the bond reach all parts of town. For a $200,000 home, the tax increase will only be $7.47 per month, a small price to pay for safe, modern schools that will serve our community for decades to come. Even with this bond approval, Cedar Rapids will remain the third lowest–taxed school district in the county, showing that we can invest in students while remaining fiscally responsible. At the end of the day, our kids deserve the best we can offer. I have worked hard to collect signatures, establish satellite polling locations for easy voting access, and made passing this bond a big focus of my campaign. I can’t think of any way I would rather spend my tax dollars. Our kids deserve the best we have to offer and this is also critical for our district as we strive to remain a competitive district. The bond is a critical investment in safe, modern, and effective learning environments for our students and staff. It ensures the district can remain competitive, address facility needs, and prepare for future growth.

Yes, I support the Facilities Master Plan because it provides a thoughtful, phased approach to modernizing our schools while keeping community input and demographic trends in mind. I appreciate that pauses are built into the elementary plan so the district can reassess based on changing enrollment patterns, ensuring that we make decisions that are both responsible and responsive to student needs. It will be especially important to keep up-to-date demographic information in front of the board and the community as the plan moves forward, so adjustments reflect where families truly live and where growth is occurring. The plan also addresses areas of growth, such as in the northeast part of the district, Hiawatha, and Palo, where a new middle school will be critical to serving families. Harding, the current middle school, is not centrally located to its attendance area, creating additional transportation costs and accessibility barriers. On top of that, the aging building would require a large investment just to update and repair, making a new facility the most cost-effective and student-focused solution. At the same time, school consolidation is part of the plan, and while difficult, it allows us to create stronger learning environments by equalizing class sizes, enabling more teacher co-planning, and ensuring that every elementary school can have full-time specials teachers. These steps directly support student learning and teacher collaboration. It is also essential that the process be inclusive. We need to communicate openly with the public and gather input before decisions are finalized so the community feels ownership of the plan. I also want to show my appreciation to the most recent Facilities Task Force for their work in shaping these recommendations. Their time and commitment helped ensure that this plan reflects the voices of the community. The district has also been creative in how it uses its buckets of money—PPEL, SAVE, and bond funds—stretching resources as far as possible to balance urgent facility needs with fiscal responsibility. Moving forward, I would like to see Cedar Rapids embrace a model where bond issues are brought forward regularly, as other districts like College Community and Linn-Mar have done, so that progress is continuous and predictable. I want to be clear that I support the Facilities Master Plan and that I believe most people do from the conversations I have been having in our community. I think most of us are frustrated by lack of communication and transparency from the district. As I mentioned above, I cannot emphasize enough how important community involvement and buy-in is. Ultimately, if we want to compete for students in an era of open enrollment, we must provide modern, safe, and inspiring learning environments. The Facilities Master Plan is an important step toward that future.

If the district had additional funds, my first priority would be to invest directly in students and staff. One of the most effective ways to improve student learning is by reducing class sizes. Smaller classes allow teachers to give more individualized attention, build stronger relationships, and meet students where they are academically and socially. I would also want to ensure that every elementary student has access to a full range of activities, such as music, art, and physical education. These classes not only enrich the school experience but also build creativity, confidence, and healthy habits that carry forward throughout life. Additional funds should be invested in student support services, mental health resources, technology integration (including AI literacy), CTE program expansion, and staff professional development. These investments strengthen the district’s core mission of preparing students for diverse futures while supporting educators and fostering innovation. I am also paying attention to the Hoover Community School Model and the positive impact it is having in the community. I would proudly support funding for additional community school coordinators beyond Hoover to reach more students. It is also essential that we raise wages for our staff and keep them top of mind, especially our non-certified staff who play such an important role in supporting students every day. Bus drivers, paraprofessionals, food service workers, and custodians are critical to the success of our schools, yet their pay often does not reflect the value they bring to our district. Fair and competitive wages are key to retaining a dedicated workforce and creating a stable, supportive environment for our students.

The board’s role in curriculum is not to act as content experts, but to ensure that a strong and transparent process is used when selecting materials. That means making sure the district relies on research-based curriculum that aligns with national and state standards, and that educators, parents, and community stakeholders have a voice in the process. It is also the responsibility of the board to protect access to materials. Efforts to ban books or limit exposure to diverse perspectives undermine the very purpose of public education. Our students deserve access to high-quality resources that prepare them for the real world, foster critical thinking, and encourage them to engage with new ideas. I support a curriculum that develops the whole student and prepares them for a rapidly changing world. My concern is ensuring that emerging skills, such as digital literacy, AI literacy, and vocational skills, are incorporated alongside traditional academic foundations. The board should encourage continuous review, staff feedback, and community input to keep the curriculum relevant and inclusive. The board must ensure that once curriculum is adopted, teachers receive the professional development and support they need to implement it effectively. A strong curriculum is only as good as the training and tools educators have to bring it to life in the classroom. Ultimately, the board’s job is to oversee and hold the district accountable for following a sound, inclusive process, not to make day-to-day curriculum decisions. By maintaining this, we uphold both the integrity of public education and the trust of the community.

I believe one of the most important responsibilities of a school board member is to be accessible and engaged. Parents, teachers, and staff should expect that when they reach out with a question or concern, I will respond promptly and take their input seriously. While my role is one of governance, not day-to-day management, I will always advocate to ensure concerns are addressed and that answers are provided by the appropriate district leaders. Being engaged in the work of the board means being prepared. Time in meetings should be spent asking the right questions, not rehashing materials that could have been reviewed beforehand. I will fully commit to participating in board meetings, work sessions, and committee assignments, as well as attending school and community events. My experience with a variety of community groups has taught me the importance of representing multiple voices and perspectives in decision-making, and I will bring that experience to the board. I also see my role as helping community members navigate the right channels for their concerns so they feel heard and supported. By being visible, approachable, and fully committed to every aspect of board service, I can serve as a strong bridge between the community and the district. The board is currently exploring ways to improve communication, including rules about the president speaking on behalf of the board and the use of social media to share information more quickly and effectively. I have been impressed by how the Des Moines Public Schools board has used social media in recent days to combat misinformation and keep the public informed about Dr. Ian Roberts’ situation. It highlights the importance of building trust and using available communication channels responsibly. I would like to see more board members actively engaged on social media, within the scope of board policy, to provide timely, accurate information to the community. The board must be willing to adapt to meet the community where we are and commit to being in regular communication. I would expect as board members that we would be ever evolving our communication channels to meet the needs of the public and including them in that conversation, too.

Yes, I believe the district can and must continue to improve student and staff safety. True safety begins with building a culture where every student feels connected to at least one trusted adult in the building. When students know they are seen, cared for, and supported, schools become safer places both emotionally and physically. That culture has to be supported by care, clarity, and communication. Clear expectations, consistent responses, and open channels of communication between students, staff, families, and administrators are essential for preventing problems before they escalate. The new behavior matrix implemented this year is a positive step toward addressing behaviors in a consistent, fair, and transparent way across the district. In addition, the district has added Social Emotional Behavioral Health staff in every building, providing immediate support for students and helping to address challenges before they become larger safety concerns. School Resource Officers (SROs) also play an important role. They do not intervene simply for behaviors, but only when there is a violation of the law. Just as importantly, they are often able to help resolve conflicts that may have started outside of school before they escalate inside the building, providing another layer of support for students and staff. School Resource Officers (SROs) are a complex issue, and it’s important to acknowledge the different perspectives in our community. Data from CRCSD indicates that SROs have had a positive impact on school safety overall, but we also recognize that certain student populations may feel less comfortable with their presence. Moving forward, any approach must balance safety with equity, ensuring that all students feel supported, respected, and able to learn in a welcoming environment. We also need to recognize the critical role of mental health. Expanding access to mental health professionals, along with training staff in trauma-informed practices, de-escalation, and crisis response, will further strengthen safety efforts. Adding restorative practices can also help repair harm, hold students accountable, and reduce repeat conflicts while keeping students connected to school. Families are essential partners in this work, too. Engaging parents and caregivers in safety expectations helps create consistency for students at school and at home. Safety efforts should also be data-driven, so we can monitor progress and make adjustments where needed. Finally, facilities matter. Modern schools with secure entrances, updated layouts, and flexible spaces play a major role in keeping students and staff safe. Taken together, these steps ensure safety is viewed holistically by supporting students’ well-being, strengthening connections, and maintaining clear systems so that both staff and students can thrive.