Candidate Comparison

I’m passionate about helping Linn-Mar become the academic district of choice. Right now, we’re trending just above average, but I believe with the right leadership and accountability, we can set a higher bar. My professional background has prepared me to lead policy development, apply data-driven decision-making, and hold the district accountable through measurable goals.

I’ve spent over 10 years working in educational technology, helping districts in Texas and South Carolina roll out technology at scale. That work taught me the importance of understanding teacher needs, setting district-wide goals, and ensuring students ultimately benefit. I’ve trained teachers, supported classrooms, and worked long hours behind the scenes to ensure success. This combination of hands-on experience and leadership skills positions me to help Linn-Mar thrive.

Growing up in Linn County gave me opportunities that I now recognize as the foundation for much of my success. I believe it’s my civic responsibility to give back—both for my own son and for all families in our community—by working to ensure our public education system serves every child well.
I currently serve as president of Cedar Valley Working Families, a nonprofit focused on advocating for the issues most important to working families, including economic fairness. I believe education is one of the most powerful tools we have to create economic opportunity and equity for future generations.
Beyond advocacy, I stay actively engaged in our community. For the past three years, I’ve coached my son’s YMCA soccer team, and I’m committed to being a hands-on, supportive presence wherever I can make a difference.

I believe public education is a crucial community asset. Being a public servant on the Linn-Mar School Board allows me to use my skills and passion for learning to provide a high-quality education for our students.

Growing up, education was a core component of my family, with both my parents working for the Area Education Association (AEA) in northeast Iowa. At first I thought I wanted to be a teacher, but during a first-year practicum sitting in a 2nd grade classroom in Des Moines, I quickly realized that I didn’t have the patience to be a really good teacher, and I didn’t want to be a really bad teacher.

I pivoted to political science and saw policy as a way I could support public education. I then went on to earn a graduate degree from a public policy school with a specialization in workforce development. I spent my career using my nerdy data analysis skills to translate complex datasets about industries and occupations into useful information for economic and community development experts.

Now I use that same analytical lens to wade through the complexities of school budgets, policy changes, and student achievement data in order to make the best decisions I can while putting it in proper context and straight-forward explanations at the board table. It’s a labor of love and I would be honored to continue serving the Linn-Mar district.

I have been serving on the School Board for the last year.

Linn-Mar is known to be a destination district. My family and I chose it to call home fourteen years ago. Our strong curriculum, extracurricular participation, dedicated staff, and strong community support define us. But pride isn't enough; we need a board that looks honestly at the data and works side by side with the community for future planning and continuous improvement.

With my background in leadership and finance, I bring experience in building relationships, managing resources, and making data-driven decisions. I will keep asking the tough questions and will make sure our dollars go where they have the most impact, listen to our staff, parents, Linn-Mar community, and continue building partnerships that connect our students to the workforce and the world.

This work is about uniting around shared goals
- student success
- teacher support
- fiscal stewardship

I attended the September 22, 2025, board meeting in person and have reviewed past recordings. I was especially drawn to the academic and staffing reports, as well as community engagement. The academic report highlighted a troubling trend: college enrollment among Linn-Mar graduates has dropped from 76% to 67%. I want to better understand why and consult with subject matter experts on solutions.

The staffing report also stood out. With 43% of teachers leaving for other employment or salary concerns, we need to focus on retention. I believe in a “hire to retire” mindset, backed by long-term strategic goals. Finally, I value the strong community presence at meetings and appreciate residents who take time to share their voices.

Since moving to the district in 2022 from Cedar Rapids, I’ve made it a priority to stay informed about school board activities—initially by watching meetings online and keeping up with issues relevant to my family. More recently, I’ve begun attending meetings in person to deepen my understanding of the decision-making processes and to be more directly engaged with how our schools are governed.

I first started watching the livestreamed Linn-Mar School Board meetings 3 years ago while making dinner for my kids with my phone propped up in the kitchen cabinet. Thanks to that level of access and communication, I was able to stay up to date on school board meetings even though my commitments at home made it difficult to attend in person. As my kids got older, I was able to start attending meetings in person and now, with the support of my kids’ dad and my village of support, I attend nearly all of our regular meetings, board events, and committee meetings.

Prior to my appointment to the school board last year, I had been attending the school board meetings regularly for 3 years. Since being on the board, I have only missed one meeting because I was out of the country

My top priorities are students, teachers, and academics.

For students, I want to examine the full journey from kindergarten through graduation and into careers, ensuring measurable goals are included in the district’s strategic plan. For teachers, listening and communication are essential. I’d like to see preventative measures like “stay interviews” and teacher voice surveys incorporated into the plan to reduce turnover. Finally, academics must remain front and center. I will challenge us to set high expectations that lead to strong outcomes in reading, writing, math, and STEAM, and I’ll advocate for clear, measurable goals tied to those outcomes.

Before outlining specific priorities, I think it’s important to acknowledge that no individual school board member works in isolation. This role is not about advancing personal agendas or pet projects. It’s about collaboration — working together as a board to make decisions that serve the best interests of Linn-Mar students, families, and staff. With that in mind, my top three priorities are: students, teachers, and families.
1. Expanding pathways for students:
As a former chef and volunteer with the ProStart program, I’ve seen firsthand the value of career and technical education. Not every student’s path leads to college, and that’s okay. Linn-Mar has already taken great strides in offering alternative pathways, and I want to support and expand these efforts — ensuring every student has access to high-quality programs that match their goals, whether academic, technical, or vocational.
2. Fiscal responsibility that supports working families:
Families across our community are facing increased financial pressure, and the district must be mindful of that. I believe we can maintain Linn-Mar’s high standard of education by making smart, long-term financial decisions — not just looking for short-term savings, but investing in solutions that reduce future costs, especially in areas like maintenance, renovation, and infrastructure.
3. Transparency and trust with the community:
The board has made real efforts to explain its decisions and priorities, and that deserves recognition. Still, some in our community feel unheard. That’s why I’m committed to being accessible, open, and responsive to families across the district — not just during election season, but every day I have the privilege to serve.

1) Paths to success for every type of learner. - Some students are naturally academically-driven - they are innately motivated by high grades and educational achievement. Doing well in school is an organic driver of their journey. However, many students are not intrinsically motivated to want to excel in a traditional classroom “butts in seats” setting. They thrive when learning is hands-on, project-based, or connected to real-world applications. I think that’s natural and innate not just in the school setting but in our world. That’s why districts need to offer multiple pathways to student success. Linn-Mar has already made progress in supporting these students through the Venture Academics, COMPASS, and ATLAS programs offered at the high school level. I have been a vocal advocate for these programs during my time on the board and will continue to do so in addition to encouraging their expansion to lower grade levels as well. I believe there is opportunity to go further and develop other alternative programming such as entrepreneurial tracks, expanded agricultural and environmental opportunities, and advanced computer programming, technology, and AI classes. Linn-Mar already has faculty and students working on these topics in our existing classes and I will champion their efforts and advocate for further expanding these programs for our students.
2) Accessible, well-maintained attendance centers. - Prior to the pandemic, Linn-Mar grew by over 1,000 students in the span of a decade. Along with that growth came several capital projects such as the aquatics facility, two new intermediate buildings, the administration building, and now under construction, the performing arts center. Nation-wide, public schools, including Linn-Mar, are seeing a slow decrease in enrollment, but it doesn’t erase the previous significant growth to our student body. There are still existing facilities that need maintenance and improvement to effectively serve our enrolled students in safe and modern facilities. I will prioritize funding the updating of our current buildings to be safe, accessible, and meet the needs of all our students.
3) Sustainable and sufficient funding. - Every year, we’re forced to plan our district budget without knowing what amount of funding we’ll receive from the state. The district budgeting process is a balancing act in meeting our students’ educational needs while using our best guess on what funding we will receive from the state. We are required by law to submit our budget on time, but the state legislature consistently misses its own deadline to pass the bill informing Iowa public schools what percent increase in funding they will be receiving. Since that state funding goes into the general fund that in turn pays out our largest expense, faculty and staff salaries, it would be beneficial to consistently know our income so we can budget accordingly. Additionally, when looking specifically at special education funding, the weightings used by the state to calculate funding specifically to support special education students has not changed in decades. Meanwhile, the district continues to provide necessary services to these students per their Individual Education Plan (IEP); the cost of which far exceeds the prescribed state funding available to support these services. When looking solely at the income and expenses for special education, most districts in Iowa - including Linn-Mar - face a special education deficit due to inadequate state funding (last year, Linn-Mar’s was $6 million). I served as one of the board’s legislative liaisons during the previous legislative session, and I will continue to build relationships with our state and federal representatives to raise awareness about the direct impact and consequences of their policies on our students. I will also communicate these issues at the board table, keeping the board and community informed as well as sharing ways they can advocate for policy initiatives that support the Linn-Mar district.

1. Academic Excellence & Student Success – Provide every student with high-quality instruction and the support they need to thrive in academics, activities, and wellbeing.
2. Support for Teachers & Staff – Retain and empower our educators by ensuring they have the resources, training, and respect to do their best work.
3. Strong Partnerships with Families & Community – Actively listen to parents and community members, ensuring their voices help guide decisions while maintaining responsible stewardship of district resources.

Linn-Mar has a solid foundation to build on, but we lack the kind of healthy, productive challenge that drives continuous improvement. With the right support and accountability, I believe we can push beyond “good enough” to achieve excellence.

One of the district’s greatest strengths is its leadership. The board is made up of intelligent, dedicated individuals who are genuinely committed to doing what they believe is best for Linn-Mar students. That level of care and intention is a powerful asset.
If there’s a weakness, it lies not in the board’s efforts, but in the difficulty of building broader consensus within the community. In today’s political climate, achieving unity is a challenging — and perhaps even unrealistic — goal. Still, I believe it’s something worth striving for. When the community has confidence that the board is acting in the best interests of students — and feels heard and respected in the process — it opens the door to healing and rebuilding trust in a time when division has taken a real toll.

One huge strength of the Linn-Mar district is the incredible team of community volunteers and supporters. Whether you’re at a show choir event, football game, or homecoming parade, our community shows up in droves to pitch in, cheer, and stand up for our kids. One of my favorite annual Linn-Mar events is the LIONS Awards. Faculty, staff, and volunteers are nominated and chosen by their colleagues to be celebrated for their incredible dedication to the district and going above and beyond the call of duty. We are also lucky to have an amazing Booster Club run by volunteers that supports our district events through concessions and financial support. The Linn-Mar Foundation also provides essential funding for district programming. Each of these efforts (and more I didn’t name!) are supported by the devotion and commitment of community members volunteering their valuable time to make our district a better place. Their impact not only directly impacts our kids’ school experience, but is a reminder of the vast number of families who love Linn-Mar and live out “We are Linn-Mar” through their supportive words and actions.

Relative to most of the schools in Iowa, Linn-Mar is a large district and comes with inherent challenges. Having come from a smaller Iowa school district, I initially felt very overwhelmed by the sheer size of the high school. As my kids worked their way through a Linn-Mar elementary school, I realized that while Linn-Mar employs over a thousand people and serves thousands of students, it's really a network of smaller, close-knit communities. While this makes the size of the district more approachable as a family, like any large organization, it comes with its share of unique challenges. Communication channels can be difficult with multiple levels of management across 12 different attendance centers and thousands of families served. In the last year, Linn-Mar has made improvements in communication and outreach to staff, faculty, and families both internally via newsletters and learning sessions as well as collaborating externally with Marion Independence School District in the Marion Messenger. The school board and administration continue working to bridge these gaps and make sure we have robust avenues for two-way communication along appropriate channels, and I’m committed to keeping this a priority.

Strengths:
• Linn-Mar’s dedicated volunteers — parents, families, and community members — are the district’s greatest strength, giving their time and energy to support classrooms, activities, and student success.
• We have talented teachers and staff who are committed to helping every student thrive.
• Recent investments in facilities have expanded opportunities in the arts, athletics, and academics.

Weaknesses/Challenges:
• With enrollment leveling off, the district must focus on sustainability and wise use of resources.
• There is a need for stronger communication and trust-building with parents and the community.
• Recruiting and retaining staff remains a challenge in today’s competitive environment. We must be committed to our staff to recruit and retain the best.

I would approach budget cuts collaboratively by first bringing in subject matter experts to fully understand the fiscal impacts and risks of any decision. In my professional role, I’m responsible for revenue, ROI, and margins, and I know that no single change exists in isolation, it affects every department. I would lead by ensuring everyone understands the “why” behind decisions so that together we can find the “how” and make thoughtful, balanced adjustments.

School budgeting is far more complex than many realize. The board operates within strict legal and regulatory frameworks that determine how funds are allocated, what must be funded, and which dollars can be used for which purposes. Because of this, any conversation about cuts requires a deep, nuanced understanding of the budget — and a thoughtful, strategic approach.
If faced with the need to make reductions, I would advocate for a holistic review rather than targeting any single area. The goal should be to maintain balance across the system and protect the programs and services that directly impact student success. This isn’t the same as managing a business profit-and-loss statement — we’re dealing with children’s education and futures, and decisions must reflect that responsibility.
Above all, I would work with fellow board members, district staff, and the community to make decisions rooted in transparency, long-term thinking, and a shared commitment to our students.

When I was appointed to the Linn-Mar School Board, the district was in the middle of a significant budget cutting process. It came after over a decade of state funding not keeping up with cost of living and adjusting to the new normal after the upheaval during the COVID-19. pandemic. It was a painful but comprehensive review that included in the decision-making not only the superintendent’s cabinet but individual building leadership as well. The result was a balanced budget and both internal and external evaluators agree that Linn-Mar is now on sound financial footing. The fact is that staff and faculty salaries is the largest line item in the budget funded by state supplemental aid (SSA). If state funding continues at current rates (less than 3%), that income will be less than our personnel expenses as they grow along with the cost of living in our community. This will mean difficult choices and subsequent consequences that will be immediately detrimental to our district. If public schools are forced to make further cuts, I would prioritize protecting our student-facing services and look for cost savings in operations before reducing our instructional staff or increasing class sizes.

If budget cuts were required, I would start by looking for efficiencies outside the classroom — such as streamlining operations, reviewing contracts, reducing waste, and finding savings through technology or energy use. My goal would be to protect students, teachers, and core learning experiences while ensuring taxpayer dollars are spent wisely. Any changes should be guided by transparency and community input.

I support having a 10-year capital plan, it’s consistent with best practices in industry. However, I disagree with the Facilities Advisory Committee meeting only every three to five years. At a minimum, they should meet annually to keep stakeholders engaged and responsive to changing needs.

I strongly support the addition of a new indoor activity space. As a volunteer coach, I’ve seen firsthand the strain on scheduling caused by limited facilities. I’ve also experienced how well-designed spaces, like the Linn-Mar aquatic center, can bring the community together through events like the Marion sprint triathlon.

I support the district’s facility master plan and appreciate the forward-thinking decisions it reflects. One key strength of the plan is its recognition that when enrollment reaches around 2,800 students, there will likely be a need for a second high school. The district is thoughtfully monitoring enrollment trends, economic conditions, and other variables to ensure this plan remains responsive and flexible.
What I especially value is the balanced approach the plan takes—not only addressing immediate capital needs like technology upgrades and annual preventative maintenance but also anticipating long-term growth by planning a decade in advance for a potential second high school. This proactive planning is essential to avoid rushed decisions and to provide the best facilities for our students well into the future.

Linn-Mar’s facilities advisory committee is currently revising the facility master plan and will bring it to the full board for review later this year. I’m encouraged by the thoughtful research that is going into the assessment of our current facilities and the desire to understand the demographic trends of our district better. Although I am not currently sitting on the facilities advisory committee, if elected, I will be nominating myself to join this committee at the board’s organizational meeting in order to better support this process. When I am able to review the master plan, I will be looking for the prioritization of existing facilities, enhancements to accessibility throughout our buildings and grounds, and projects that support multiple pathways to student success. These initiatives align with my priority to ensure every student has safe and inclusive facilities that support all types of learners.

Yes, I support the district’s facilities master plan. As a member of the Linn-Mar Facilities Committee, I’ve been closely involved in the planning process and understand the importance of aligning our infrastructure with the evolving needs of our students and staff.

The plan reflects a proactive approach to addressing capacity, equity, and modernization across our schools. I strongly support:

Equitable upgrades that ensure all students have access to safe, high-quality learning environments.

Flexible and future-ready spaces that support collaboration, technology integration, and diverse learning styles.

Security enhancements that prioritize the safety of our students and staff.

To ensure the plan is grounded in accurate data and long-term sustainability, we’ve issued two key RFPs: one for a demographer to analyze enrollment trends and community growth, and another for a facilities assessor to evaluate the condition of our buildings. These assessments will help us make informed decisions and ensure the master plan is both strategic and fiscally responsible.

While I support the overall direction, I believe it’s essential to maintain transparency with the community and remain flexible as new data emerges. Our goal is to build a facilities plan that reflects both current realities and future aspirations, continually evolving to meet the needs of the district.

I want to ensure we’re doing everything possible to set students up for success, not just through graduation, but into careers and beyond. That means embedding measurable goals into the strategic plan and ensuring alignment from the superintendent to principals, teachers, and ultimately students. My goal is to provide a clear vision, supported by my professional experience and passion as a parent, to help every child prepare for the future they choose.

Personally, I do not have any specific curriculum concerns. However, it’s essential that school board members remain accessible and open to hearing concerns from the community. In today’s public discourse, topics like DEI, sex education, and critical race theory often become focal points, sometimes leading to misunderstandings or exaggerated concerns given the limited time these subjects actually occupy in the school day.
I believe the best way to address these concerns is through open dialogue—listening carefully to parents and community members and then providing clear, accurate information about what is actually being taught in our schools. Transparency and education are key to building trust and ensuring everyone understands the intent and content of our curriculum.

I trust that our administration and faculty are the experts in curriculum. They're the ones in classrooms every day, they understand educational research, and they know what our students need to be successful. My role as a board member is to ensure they have the resources and support to do that work well, including adequate professional development, prep time, and materials.

I also believe that while technology is an important tool, there's still tremendous value in tangible learning - reading physical books, writing on paper, working through mathematics by hand. These fundamental skills build different cognitive connections, and I'll continue to advocate for funding and resources that support both traditional and modern approaches to learning.

One thing I appreciate about our district is that we are responsive when the community or staff identify gaps or concerns. For example, when it was brought to our attention that our health curriculum was outdated, the board empowered the administration to acquire and implement updated curriculum for the 2025-2026 school year. That's the kind of responsiveness I want to continue.

I also understand that curriculum implementation takes time. When we adopt something new, teachers need ongoing professional development and support. We need to be patient, give it time to work, and be willing to adapt if we're not seeing the results we expect. Change is hard, and we owe it to our teachers and students to see changes through thoughtfully rather than constantly shifting direction.

Yes, I believe curriculum should be continuously evaluated to ensure it meets the needs of all students—academically, socially, and emotionally. One concern I’ve heard from families and educators is the need for greater transparency and community engagement in curriculum decisions. Parents want to understand what their children are learning and how it aligns with state standards, college readiness, and real-world skills.

Another area of focus is ensuring our curriculum reflects diverse perspectives and prepares students to thrive in a global society. That means integrating critical thinking, digital literacy, and inclusive content across subjects.

The school board should address these concerns by:

Strengthening communication between the district and families about curriculum goals, changes, and resources.

Supporting professional development for teachers to implement best practices and adapt to evolving standards.

Encouraging community input through curriculum review committees that include parents, educators, and students.

Monitoring outcomes to ensure our curriculum is driving academic growth and preparing students for post-secondary success.

Curriculum is not static—it should evolve with our students, our community, and the world they’re preparing to enter.

Responsiveness starts with listening and clear communication. I will be open and transparent, ensuring people know where I stand and, when necessary, directing them to the right resources. A well-communicated vision builds trust, and I intend to lead with that principle.

In today’s world, email is an essential tool for clear and timely communication. I am committed to promptly responding to emails from parents, teachers, and district staff with their questions or concerns.
Additionally, the board already schedules regular visits to schools, and I will make it a priority to attend these visits to connect directly with students, staff, and families. Beyond formal settings, I’m an active member of the community, and I want people to feel comfortable approaching me in everyday life as well.
The public can expect open, respectful, and consistent communication from me, whether through email, in-person conversations, or community events.

Being responsive starts with being present and approachable. I'm at school events - music programs, sporting events, theater shows, open houses. I volunteer in buildings when I can. When someone shares a frustration or celebration with me in those everyday moments, I listen and ask questions to understand their experience. I know not everyone feels comfortable reaching out to a board member formally, so I try to be accessible in the informal spaces where parents, teachers, and staff actually spend their time. I want people to know that reaching out to me or having a conversation with me isn't formal or intimidating - I'm just another parent and community member who happens to have a seat at the board table. If you see me at an event or around town, please say hello. I'm always happy to chat and hear what's on your mind.


I'm also accessible through my school district email, and anyone is welcome to reach out. That said, I want to be clear about what to expect when you contact a board member.


First, I can only speak for myself - I'm one voice at the board table. The board president is the spokesperson for the board, and the superintendent is the spokesperson for the district. So while I'm happy to listen and discuss concerns, I can't make promises or decisions on behalf of the board or administration.

Second, I will always direct people to the proper communication channels first. If you have a concern about a classroom issue, a building policy, or a specific program, there are administrators and staff whose job it is to address those concerns, and they're often better positioned to resolve them quickly. I'm also working behind the scenes to make sure those communication channels flow smoothly in both directions. If you don't know where to go or how to get your problem resolved, I'm happy to help point you in the right direction - I might not be able to fix it myself, but I can connect you with someone who can.

Third, the most important place I communicate is at the board table. Our board meetings and committee meetings are public meetings. Board meetings are viewable on YouTube, and all agendas, minutes, and meeting packets are available online. When I'm preparing for decisions, asking questions, and casting votes, I work to communicate transparently and clearly so that anyone watching - whether you've been following the district for years or this is your first meeting - can understand what we're discussing and why it matters.

Responsiveness begins with active listening. As a school board member, I will prioritize open, respectful dialogue with parents, teachers, and district staff. I believe every stakeholder deserves to feel heard and valued, especially when it comes to decisions that impact our students and schools.

The public can expect:

Consistent communication through email updates from the district, Linn-Mar CSD social media, and community forums to keep families informed and engaged.

Availability and approachability—I plan on volunteering at our different school buildings and attending school and community-sponsored events. I will engage with staff and students during my volunteer and school visits, and engage with the community at events, as well as before and after board meetings.
I will provide timely responses to questions and concerns, with a commitment to follow through and transparency.

Collaboration with district staff to understand challenges and support solutions that improve teaching and learning.

I also believe in proactive outreach—not just waiting for concerns to come in, but actively seeking input from underrepresented voices and building trust across the district. My goal is to be a bridge between the board and the community, ensuring that decisions reflect the values and needs of those we serve.

Yes, student and teacher safety must always be a priority. As a board member, I would support ongoing evaluation of policies while giving the superintendent the flexibility to continuously improve safety measures. Safety is not a one-time effort; it requires consistent attention and adaptation.

The district has already made important strides to enhance safety through its 10-year capital plan and other initiatives aimed at protecting students and staff. These local efforts are vital and demonstrate a strong commitment to creating a secure learning environment.
That said, I believe that school safety is also significantly influenced by broader factors beyond the local community’s control, particularly around gun violence. I support common-sense gun reform measures that can help reduce risks and make our schools—and communities—safer overall. Encouraging and advocating for these measures is an important part of ensuring the long-term safety of our students and teachers.

Students learn best and teachers teach best when their physical and mental needs are met, and safety is paramount to both. Safety means different things: physical security, well-maintained facilities, and ensuring every student feels safe among their peers.

Linn-Mar has made significant safety upgrades recently, and we'll be making more due to funding from the Iowa School Safety Improvement Fund. I'm optimistic about the new digital visitor check-in process, upgraded security cameras, and classroom door locks. Parents should feel confident that buildings are secure, protocols are in place, and they'll receive clear communication if something goes wrong.

Safety also means maintaining the facilities our students and staff use every day. I've been stressing at the board table that our 10-year facilities plan should prioritize maintaining our current buildings first and foremost - this includes HVAC systems, roofs, walls, floors, and furniture. A classroom that's too hot or too cold, equipment that isn't working properly, furniture that's falling apart - these issues affect both safety and learning. We need to take care of what we have.

Finally, every student has a right to exist and learn in our schools without fear of harassment or physical threats. Feeling safe among peers matters just as much as secure buildings. Every student deserves to feel safe and welcome at school, and we have a responsibility to create that environment.

Absolutely — student and teacher safety must be a top priority, and I believe the district can take meaningful steps to improve it. Safety isn’t just about physical security; it’s also about emotional well-being, trust, and preparedness.

Here’s what I would advocate for:

Mental health support: Expand access to school counselors and social workers. Early intervention can prevent crises and foster a safer, more supportive environment for everyone.

Clear communication protocols: Ensure every school has a well-practiced emergency response plan — not just for active threats, but also for medical emergencies, severe weather, and mental health incidents. Teachers and staff should feel confident in what to do and who to contact.

Building security upgrades: Evaluate entrances, exits, and surveillance systems to ensure schools are secure without feeling like fortresses. Safety should be seamless, not intimidating.

Professional development: Provide regular training for teachers and staff on de-escalation techniques, trauma-informed practices, and recognizing early warning signs of distress in students.

Community partnerships: Work with local law enforcement, mental health providers, and nonprofits to build a network of support around each school.

Safety isn’t a one-size-fits-all issue. It requires listening, adapting, and acting with compassion. As a school board member, I’m committed to making sure every student and teacher feels protected, respected, and empowered.