South Orange-Maplewood 2024 school board candidates share backgrounds, key issues, reasons for running

Personal background:
Arun works on Wall Street, creating trading algorithms and large-scale trading systems to help clients execute stocks and futures contracts effectively while reducing their trading costs. He explains, “I don’t decide what to buy, but when a client decides on buying (or selling) stocks, my algorithms know how to trade them very efficiently.”

He received his Bachelor’s degree in Engineering from the University of Mumbai and did his graduate work in Computer Engineering at the University of South Carolin
He lives in South Orange with his wife and two daughters.

Public service background:
Arun Vadlamani is currently a member of the SOMSD Board of Education and the first vice president. As a board member and now the first vice president, Arun maintains a nonpartisan, pragmatic approach to problem-solving and strives to establish a secure and stable environment for students, teachers, and administrators in the school district. He has been a vocal supporter of prioritizing students and excellence in education over politics in the school district. Throughout his two-and-a-half-year tenure, he has concentrated on student outcomes and staff retention despite political opposition.

Before his role on the BOE, Arun volunteered in the SOMA community for over a decade. He is particularly proud of his role as the Girl Scout cookie distribution coordinator for the entire district of over 60 troops. He has volunteered extensively in our schools, specifically bringing in STEM topics such as AMC 8 math competitions and robotics to middle school students. He has also served as a Board Member for Asha for Education, an education-based non-profit for children’s education in India. 

Reason for running:
When I first ran for the Board 3 years ago, I imagined spending time on financial matters for rebuilding our infrastructure, writing policies to help protect vulnerable students, or overseeing the selection of the math curriculum. Once on the Board, I did work on all of those things. Still, progress was stalled because I also had to spend a considerable chunk of my time trying to bring our High School Principal back, hiring a new superintendent, ensuring teachers do not get wrongly fired, working through a budget cycle where spending exceeded our revenues, and helping the district rebuild after the resignations of a significant number of administrators.

In short, after a period of instability, I see on the horizon the possibility of stability and the chance to do the work we need to do for our students and the district.

We have hired a great superintendent. In addition, we must help the Superintendent hire many district administrators, monitor the budget to prevent overspending, improve student outcomes, reduce chronic absenteeism, increase parent participation, and ensure our student-athletes have suitable facilities. We must also finish negotiating with our Teachers’ Union and ensure the teachers get a fair deal without bankrupting the district.

Biggest issue:
We need to complete the implementation of the Intentional Integration Initiative, which aims to make all our schools look like our town’s demographics. All schools should have a similar breakdown by socio-economic status and be great schools. This policy also needs improvement, which is the cornerstone of our educational system in our School District.

Campaign slogan and meaning:
Community. Collaboration, Stability. Our slate will bring Stability to the Board through Collaboration with our Community. We are committed to working closely and, in concert with our superintendent and teachers, to lead the district toward excellence. We are committed to Board transparency and listening to parents and students to ensure that every voice is heard and valued. We believe that our schools should embody our community’s diverse and inclusive nature and be central to realizing our shared values.

Above all, we hold that stability and reliability in our school system are paramount to ensuring student success and the flourishing of our community.

Approach to budget cuts and spending:
For the budget year 2024-25, we went through a round of staff layoffs, caused mainly by our expenses for paraprofessionals for special services increasing dramatically. Our state aid has never kept pace with our student population growth. We foresee a difficult budget season for next year but are working hard to optimize programs and services.

Additional information about candidate:
When someone asks us, “What is your purpose on the Board of Education?” Our response is simple: to improve student outcomes. As Board members, our primary responsibility is to prioritize this goal above all else. When the school board is focused on improving student outcomes, it will always steer in the right direction.

Our platform addresses:
– Focusing on the Whole Student: Creating a Nurturing, Engaging, and Supportive Educational Environment
– Academic Success – fostering an environment where every student can achieve their full academic potential
– Inclusive School Culture – fostering a sense of belonging for every student by cultivating an inclusive and welcoming school culture
– Social Emotional Learning – social-emotional skills are essential for students to thrive in and out of the classroom
– Special Services – optimize and improve
– Technology – We plan to build a robust database to track student outcomes

Personal background:
I’ve had the privilege of teaching music in Orange and first grade in Newark. Teaching was, without a doubt, the hardest job I’ve ever had, and it left me with a deep respect for those who dedicate themselves to this challenging and often underappreciated profession. As a Board member, every decision I make will be guided by a fundamental question: “What will this look like in the classroom?”

Today, I’m an environmental lawyer, fighting for communities against giants like Exxon Mobil and Monsanto. My work involves navigating complex, adversarial environments, finding ways to collaborate with those whose goals often conflict with mine, and addressing difficult questions that don’t always have clear answers. These experiences have equipped me with the skills needed on the Board of Education—skills to get things done, to navigate tough challenges, and to find common ground in a deep divide.
I graduated from SUNY Buffalo with a BA in Urban and Public Policy Studies, and minors in Music, French, and Environmental Design. I received my law degree from the University of Pennsylvania Law School. My wife Liz and I are first-time homeowners in Maplewood, and we previously lived in South Orange.

Public service background:
I have worked to serve the public my entire adult career, first as a teacher and now as an attorney. Among other things, I, along with colleagues, advocated before the Virginia Supreme Court for a trans student whose teacher refused to use his correct pronouns.

In addition, I’ve been involved in political campaigns and causes, going back to when I was a college student protesting against the Keystone XL pipeline and against natural gas drilling in Allegany State Park. I’ve since volunteered in political campaigns from the local to national level in Pennsylvania and New Jersey. I am also a District Leader on the Maplewood Democratic Committee.

Reason for running:
Our community has spoken clearly. They want a Board that puts kids first. They want leaders who work together, not against each other, and who partner with the administration to achieve our shared goals. They demand a budget that meets our District’s needs and uses our tax dollars wisely. And they expect every student, no matter their background, to receive a world-class education.

In every role I’ve taken on—whether as a public school teacher or now as an environmental lawyer fighting for communities—I’ve been driven by a commitment to serve others. I’m running for the Board of Education because I’m passionate about serving this community and our students. I’m ready to collaborate with my colleagues to deliver on these expectations because our students deserve nothing less.

Candidate’s biggest issue:
There are many important issues affecting our students, but one issue has to come first: relationships. The Board itself has a limited role; the Superintendent, the administration, and ultimately teachers are the ones who actually educate students. That means that the Board has to work in partnership with the Superintendent and other leaders, and serve as the conduit between the community and the District. Moreover, we have seen too much turnover in the upper ranks of the District, which has inhibited us from building consistent policies and practices. With strong working relationships, we can give skilled educators a reason to come to and stay in this District.

If elected, I will make these relationships a priority. As a lawyer, I go up against some of the biggest companies in the world who want to see my clients’ causes fail, yet I have to find ways for us to work together. Cooperation isn’t easy; it requires a lot of listening, humility, and patience. This is what I do in my day job, and it’s what I’ll do if elected to the Board.

Campaign slogan and meaning:
“Empowering students together.” “Students” are at the center of my slogan, because students have to be at the center of our work. Students are not passive recipients of Board policy but rather active participants in their growth, which is why I believe in “empowering students.” And we must work “together:” The Board must unite around its goals and its approach to governance, it must work in partnership with the superintendent, and it must listen to and collaborate with teachers, parents, and students.

Approach to budget cuts and spending:
Even though our District received its full allocation of state aid this year, we faced a serious deficit which caused us to lay off 28 people. One of the professionals laid off was the Director of Guidance, who was responsible for creating the high school schedules. The result of that lay-off, and the instability our District saw with the absence of CHS Principal Frank Sanchez for much of last year, was that many students received schedules days before the start of school with numerous problems.

There are no simple fixes to the budget, but I’ve called for better processes to help us avoid the kinds of lay-offs we’re seeing this year. Right now the Board looks only at the immediate year when budgeting, the result of which was that it couldn’t anticipate COVID funding drying up; we should demand multi-year budget forecasts. We should also begin examining the budget in September, to give the Board, the Superintendent, and the Business office sufficient time to investigate solutions. And we need creative solutions to bring in more revenue, such as renewable energy and energy efficiency projects in the buildings to reduce costs.

Additional information about candidate:
I strongly believe in listening to the community, and I’m proud to say I’ve already spoken to hundreds of community members during this campaign. If you have thoughts you’d like to share with me, I would love to speak with you. Please contact me at stephanforboe@gmail.com or 973-327-3774.

Personal background:
I’ve lived in South Orange since 2016. I graduated from the College of William and Mary with a degree in Economics and minor in Art & Art History. I’m currently the co-founder and COO for Meadowlark Media, a startup focused on storytelling through personality driven shows, films, documentaries and podcasts. I’ve been an entrepreneur for a majority of my career and have extensive leadership experience in operations, oversight and execution – skills that are very transferable to the BOE. My wife, Swati, and I have two children who attend South Mountain Elementary. In my spare time, you can find me at one of the many tennis courts in town or on the sideline at my kids’ SOMA FC soccer matches, where I am also a volunteer for the program.

Public service background:
I’ve been in the private sector since graduation and while I’ve volunteered and served in a number of initiatives, serving the Board of Education will be the most extensive and ambitious effort of my life in the public arena.

Reason for running:
Our campaign is underway and the community will continue to hear and read more from our slate on the major challenges, including our proposed solutions. There are four areas to highlight, which are all interrelated:

Budget: Unfortunately, SOMSD has mismanaged its budget, requiring cuts across programs, staff and support for our students. The impact will be acute for the 2024-25 school year and will require thoughtful management and planning without jeopardizing our students’ education and preparation. With a new business administrator and superintendent, careful oversight is imperative.

Academics: The topic of deleveling has grown louder and fundamentally runs counter to ensuring our students are prepared for each upcoming grade leading up to and after graduation. It is imperative we have a curriculum and support that meets each student where they are, where they need to be, and where they aspire to be.

Integration Plan: An integration plan is underway and necessary. To be successful the plan requires the ability to adapt, especially as we collect more data – including hearing firsthand experiences and the impacts to families. Our first student score data will be available in 2025, providing a real opportunity to determine if we are progressing toward reducing the achievement gap.

Arts: In my opinion, the SOMSD identity is in the arts. The town vibrates with creativity from the students to the parents, to the small businesses, to the studios. The arts have the power to address issues of climate, culture, equity, community and youth development. Budget cuts impact the arts program disproportionately – rather than stunting, we should be using the arts to catapult SOMSD to inspire other districts. Let that be our calling card and our opportunity.


Candidate’s biggest issue:
Our campaign is underway and the community will continue to hear and read more from our slate on the major challenges, including our proposed solutions. There are four areas to highlight, which are all interrelated:

Budget: Unfortunately, SOMSD has mismanaged its budget, requiring cuts across programs, staff and support for our students. The impact will be acute for the 2024-25 school year and will require thoughtful management and planning without jeopardizing our students’ education and preparation. With a new business administrator and superintendent, careful oversight is imperative.

Academics: The topic of deleveling has grown louder and fundamentally runs counter to ensuring our students are prepared for each upcoming grade leading up to and after graduation. It is imperative we have a curriculum and support that meets each student where they are, where they need to be, and where they aspire to be.

Integration Plan: An integration plan is underway and necessary. To be successful the plan requires the ability to adapt, especially as we collect more data – including hearing firsthand experiences and the impacts to families. Our first student score data will be available in 2025, providing a real opportunity to determine if we are progressing toward reducing the achievement gap.

Arts: In my opinion, the SOMSD identity is in the arts. The town vibrates with creativity from the students to the parents, to the small businesses, to the studios. The arts have the power to address issues of climate, culture, equity, community and youth development. Budget cuts impact the arts program disproportionately – rather than stunting, we should be using the arts to catapult SOMSD to inspire other districts. Let that be our calling card and our opportunity.

Campaign slogan and meaning:
Include. Achieve. Inspire. Employing common sense and empathy, we will work to create a district that truly includes our community of students, teachers, and parents and enhances the achievement of all learners, so that ultimately, we become a district that inspires others. 

We envision a Board that:
• Supports students’ diverse needs, including a well run special education department, a gifted and talented program, and expansion of Career and Technical Education at CHS. 
• Develops common-sense policies around school placement decisions, recognizing families have different needs and preferences.
• Collects and regularly utilizes data to inform and monitor policy decisions.
• Ensures that all student athletes have equitable access to all-weather sports facilities that are well-maintained, safe, and functional.
• Promotes a robust arts education program, the pride and joy of our community. 
• Strategically analyzes and oversees the budget and budget process, ensuring we plan for current and future years. 
Embraces and nurtures the skills, talents, and experiences of our vibrant community–especially teachers and parents.

Approach to budget cuts and spending:
As mentioned above, SOMSD has mismanaged its budget, requiring cuts across programs, staff and support for our students. The impact will be acute for the 2024-25 school year and will require thoughtful management and planning without jeopardizing our students’ education and preparation. With a new business administrator and superintendent, careful oversight is imperative. As much as possible, the spending priorities should be toward re-establishing the academic program at SOMSD, including the arts.

Additional information about candidate:
Having two children in elementary school with an eye towards their growth in the district is a key differentiator when considering the Board of Education.

But most importantly, I will bring my entrepreneurial spirit to the district, which is only possible because of the access and investment my public school and the teachers provided for me throughout my education. Art class, extracurricular programs and after-hour access to the studios enabled me to pursue my career in media. It’s this spirit that I would like to encourage our students and district as part of the education formula that can be unique to SOMSD.
 
Finally, I believe its time for a fresh start at the BOE. The opportunity is in front of us, but the challenges and obstacles are stark and obvious. The incumbents have had their chance and it’s time for a new approach, starting with the members.

The candidate requested to not include responses to the questionnaire.

Personal background:
Bethany attended Brandeis University graduating with a BA in American Studies with honors. She attended the Boston University School of Public Health, where she earned her Master in Public Health with a focus on Health Law, Bethany later earned her Masters in Social Work from New York University and delivered the School of Social Work commencement address for the graduating class of 2003. Bethany works at a NJ hospital as a Director in Outpatient Behavioral Health. She also owns an elder care consulting company thru which she assists older adult and their caregivers with making safe plans for healthy aging.

Public service background:
Bethany’s love of SOMA led her to volunteer for the South Mountain YMCA and serve on its Board of Managers and as Board Chair for several years. Bethany has worked in non-profit organizations for the bulk of her career, and most recently has worked for a NJ hospital. She worked in Case Management thru the COVID crisis.

Reason for running:
Having seen the politicking by some on the BOE causing chaos in recent years, Bethany decided to run for BOE at this time. She has thought carefully about what she can bring to the BOE. She is an experienced social worker, hospital leader, board member and parent. She is often the person looked to for creative thinking, problem solving, and relationship building skills in various arenas. She works collaboratively, respectfully and with the base assumption that everyone’s view has value and needs to be included in the conversation. The BOE is no place for personal agendas, ego and political gamesmanship.

Candidate’s biggest issue:
The district has a wonderful, seasoned new Superintendent and need to help him to hire many district administrators, monitor the budget to prevent overspending, improve student outcomes, reduce chronic absenteeism, increase parent participation and ensure our student-athletes have suitable facilities. The Superintendent will also be working to complete the implementation of the Intentional Integration Initiative, which aims to make all our schools look like our town’s demographics. All schools should have a similar breakdown by socio-economic status and be great schools.

Campaign slogan and meaning:
Community. Collaboration, Stability. Our slate will bring Stability to the Board through Collaboration with our Community. We are committed to working closely with our Superintendent and teachers to lead the district toward excellence. We are committed to Board transparency and to listening to parents and students to ensure that every voice is heard and valued. We believe that our schools should embody our community’s diverse and inclusive nature and be a central part of realizing our shared values.
Above all, we hold that stability and reliability in our school system are paramount to ensuring student success and the flourishing of our community.

Approach to budget cuts and spending:
The district will need to be creative and deliberate in the budget planning and forecasting processes. This budget year has already proven to be difficult for the district as there has been an unprecedented number of students needing special services, especially paraprofessionals, which led to staffing layoffs. This is a critically important area of spending for the district, especially in the wake of COVID and all of the mental health issues it brought forward for our students.

Additional information about candidate:
At this time on the SOMSD BOE there is no representation of our considerable, visible and vocal queer community. If elected Bethany would be one of only three open lesbian Board members across all BOEs in New Jersey, and the only open lesbian member to ever serve on the SOMSD BOE.

Personal background:
My professional and educational background position me well to serve on the BOE. I am an Assistant Director at the U.S. Government Accountability Office, a non-partisan Congressional agency that makes fact-based policy recommendations to improve the effectiveness and efficiency of federal agencies and programs. I lead multiple project teams to design and implement research studies. This includes designing surveys and focus group studies. It also includes analyzing laws, regulations, budgets, and guidance. In my work, I audit and make recommendations to federal agencies in a number of areas that are directly relevant to the management of the SOMSD. These include strategic planning and program design, including use of milestones, timelines, and performance measures to monitor progress; program evaluation processes; collaboration practices; risk management; and internal control. My work requires extensive teamwork and the engagement of a variety of stakeholders, another important aspect of working on the BOE.

I have an undergraduate degree in economics and Spanish from the University of Illinois and Urbana Champaign (Go Illini!) and a Masters in Public Policy from the University of Chicago.

Public service background:
I have been in public service at the federal level for 18 years. I am passionate about helping our government, and its policies, work better for the American people. Part of my work involves evaluating policies and programs. This includes evaluating their outcomes and any unintended consequences. It also includes ensuring controls are in place to monitor policies and to think through efforts for any reforms or improvements needed.

I am excited to have the opportunity to serve at a local level. My policy work is directly relevant to serving on the BOE. Two key responsibilities of the BOE are to (1) oversee the superintendent to ensure they are making progress on district goals and (2) create district policies. My experience managing staff, as well as experience with key strategic planning practices and monitoring controls, will be critical to overseeing and working with the superintendent. My policy evaluation work directly applies to the development or revision of BOE policies. This includes fully thinking through policy ramifications and implementation (and bringing stakeholders who will be involved in, or impacted by, their implementation to the table), and using evidence and data to help ensure policy viability and to monitor post-implementation.

Reason for running:
The short answer is because I love our community and believe our school district can do so much better for current and future students and families. 

My husband and I moved to Maplewood when my son was in kindergarten and my daughter was in 4th grade. They are now in 8th and 12th grades. As they have gone through our school system, I have witnessed and experienced many positive aspects of our district and its potential. At the same time, I have experienced frustration and worry. Our district does not meet all students’ needs and teachers feel undervalued. I have watched new policies implemented without adequate thought and planning.

Because of these concerns and others, it feels like a pivotal moment for our district. It is also a hopeful moment as we welcome a new superintendent. I believe I have the personal and professional background to help drive our district toward success. I will work toward a district that uses data to make decisions; capitalizes on and engages our diverse community of teachers, parents, students, and local businesses and educational institutions; and works together to solve problems and create a truly equitable district that puts students and families first.

Candidate’s biggest issue:
We have a number of challenges. If addressed in a pragmatic, thoughtful manner, using data and stakeholder input and involvement, and common sense, these challenges can be addressed. They include

– **Budget Management.** Requires thoughtful, strategic prioritization, accuracy, and transparency. 
– **Academic excellence. **Instead of continued deleveling and movement toward a one-size fits all approach, we must enhance our programming to meet students’ diverse needs, including a well staffed special education department, an enhanced gifted & talented program, and the expansion of Career and Technical Education through CHS.
– Communication. Develop standard operating procedures and set clear expectations for school administrators’ responsiveness to emails, so that issues are resolved promptly and trust is rebuilt between parents and school leadership.
– Student achievement gap. Prioritize the recommendations from the Equity audit and developing measures to hold ourselves accountable.
– School placements and related transportation costs. Requires continued monitoring and family-centered refinements. 
– The Arts. Rebuild our arts programming, which has experienced disproportionate cuts over time. 
– Teacher morale, attrition, and hiring. Teachers are the backbone of our district. We must rebuild teacher trust to decrease attrition.
– Fields. Renovated all-weather sports fields that enhance safety and build a sense of pride.

Campaign slogan and meaning:
Include. Achieve. Inspire. Employing common sense and empathy, we will work to create a district that truly **includes** our community of students, teachers, and parents and enhances the **achievement** of all learners, so that ultimately, we become a district that **inspires** others. 

We envision a Board that:
– Supports students’ diverse needs, including a well run special education department, a gifted and talented program, and expansion of Career and Technical Education at CHS. 
– Develops common-sense policies around school placement decisions, recognizing families have different needs and preferences.
– Collects and regularly utilizes data to inform and monitor policy decisions.
– Ensures that all student athletes have equitable access to all-weather sports facilities that are well-maintained, safe, and functional.
– Promotes a robust arts education program, the pride and joy of our community. 
– Strategically analyzes and oversees the budget and budget process, ensuring we plan for current and future years. 
– Embraces and nurtures the skills, talents, and experiences of our vibrant community – especially teachers and parents. 

Approach to budget cuts and spending:
More transparency and oversight of the district budget is clearly needed, as demonstrated by the $9.5M deficit not made public until winter 2024.

I support making cost estimates and budgets public. As a member of the board I would advocate for the regular publication of detailed budget reports that are easily accessible and understandable for community members. This can include hosting budget town halls to provide context for spending decisions and gather community input. Further, unlike the traditional budgeting approach, which uses the previous budget as a baseline, I would like to consider zero-based budgeting, at least for the near term. This would allow us to reassess all our budgeting assumptions for accuracy.

I anticipate a continued budget constrained environment. State aid increases starting in 2025-26 will be smaller due to the district finally reaching 100 percent of its state aid target in 2024-25. While much of our costs are fixed, I commit to: 
– Prioritizing classroom investment.
– Strategically assessing priorities and avoiding blanket programming reductions, (such as the 20 percent across-the-board cuts we experienced) which disproportionately impact certain departments.
– Exploring revenue generation options, such as grants and partnerships with local businesses and educational institutions.
– Exploring transportation cost savings.

Additional information about candidate:
First, I am so relieved to have Mr. Sanchez back at CHS. I was a huge proponent of Friends of Frank. In his tenure, Mr. Sanchez has brought a spirit and sense of community to CHS that had been desperately lacking. I have never been to a CHS event where I did not see Mr. Sanchez. His devotion to the school and students is remarkable. On a personal level, he has been a tremendous support to my daughter and has been a major contributor to her positive high school experience. Given the huge community support demonstrated by the Friends of Frank campaign, I can only imagine the same is true for countless others.

Second, I believe there are some fundamental differences between the Brown, Bennett, and Kapadia slate and the slate of our opponents who are incumbents: 
1. We supported the removal of an ineffective superintendent who–amongst many fundamental issues–had several administrators leave under his leadership, made little progress on the Equity audit recommendations, and poorly managed the Intentional Integration Initiative, ignoring family hardships.
2. We supported the removal of an ineffective business administrator who did not properly plan for, nor warn the district about, a $9.5M deficit.
3. We did not support the budget decisions that especially depleted arts programming and cut the Director of Guidance position, which resulted in chaos at the high school.
4. We do not support the continued push for the removal of advanced or honors courses.
5. We believe there is a desperate need for improved communication, candor, and transparency.

Personal background:
Qawi is a South Orange native who graduated from the SOMA school district in 2000. He works in neuroimaging research and scientific writing, with a foundation in analytical thinking and problem-solving. His professional environment is largely collaborative and team-based with people with varying experience and expertise.

He received a bachelor’s from Rutgers University, a master’s from Columbia University, and earned his PhD in biomedical engineering from Virginia Tech-Wake Forest University.

After his postdoctorate work, he returned to South Orange in 2016 and now raises his two children with his wife.

Public service background:
As Board President, Qawi has been a steadfast advocate for equity and student success. During his first year, he formed the Data & Technology Committee to transform board discussions with the administration by using analytics to better support students facing the greatest challenges. He championed the renovation of the girls’ locker room, ensuring it was included in the Long Range Facilities Plan (LRFP). Previously, Qawi chaired the Committee on Special Services and worked with his colleagues to transition it into a standing committee this year. This move not only prioritizes services for the district’s most vulnerable students but also signals to the community that the Board is fully committed to stabilizing and improving special services in our district.

Reason for running:
I am running for a seat on the Board of Education because I care deeply about our school district, and I believe that my experience as a student in the South Orange-Maplewood school district was instrumental to my success after graduation. I consider our school district to be truly unique in its ability to offer students opportunities in multiple areas, whether it’s academics, athletics, the arts, or music.

When I joined the school board in January 2022, my primary goal was to collaborate with others to improve the lives of students. As I near the end of my first term, I have gained a deeper appreciation for the nuances and efforts our educators make to support all our students. Nevertheless, significant challenges remain for the district. These include fully implementing the Intentional Integration Initiative to integrate our elementary schools, prioritizing equity in our curriculum, providing oversight of reforms in our special services department, ensuring that students have adequate and safe facilities, providing our teachers with a contract that fairly compensates them, and streamlining our procedures and practices to ensure transparency in our budgets, curriculum, and initiatives.

Candidate’s biggest issue:
The school district’s top priority is the full implementation of the Intentional Integration Initiative (III). As we work toward aligning the demographics of our schools to match the diversity of our community, there is some pressure from certain groups to alter the program and unravel the significant progress we’ve made over the past three years. Additionally, the district must continue addressing access and equity, ensuring underrepresented groups have adequate support to enroll in advanced courses, and assisting families in navigating the academic and social-emotional needs of middle school students. Most importantly, the district must continue its efforts to reform our special services department to ensure we meet the needs of all learners.

Campaign slogan and meaning:
Our campaign slogan is: Community. Collaboration, Stability.

We are committed to working closely and, in concert with our superintendent and teachers, to lead the district toward excellence. We are committed to Board transparency and to listening to parents and students to ensure that every voice is heard and valued. We believe that our schools should embody our community’s diverse and inclusive nature and be a central part of realizing our shared values.

Above all, we hold that stability and reliability in our school system are paramount to ensuring student success and the flourishing of our community.

Approach to budget cuts and spending:
In our most recent budget year, we faced a reduction in staff due to rising paraprofessional costs, a trend seen statewide. Our school district has only recently returned to its pre-pandemic student population. However, with lower-than-expected enrollment and the impact of recent inflation, we cannot rely heavily on state funding. Moving forward, we must prioritize academic support and our ongoing equity work. At the same time, we must maintain strong support for the arts, athletics, and vocational programs to meet the diverse needs of all our students.

Additional information about candidate:
Our campaign is focused on the Whole Student, ensuring each child thrives in a nurturing, engaging, and supportive educational environment. We believe every child deserves a quality education that meets their unique needs. Our commitment is to create a school system that places the whole student at its center, addressing not only their academic needs but also their emotional, social, physical, and cultural well-being.

By taking a holistic approach, we can improve student outcomes across multiple areas. This means preparing students for academic success and post-graduation opportunities, whether in college or a career, while also fostering their personal and social development. A student’s ability to learn is deeply connected to their health and happiness, which requires a comprehensive support system. This includes mental health resources, social-emotional learning, extracurricular activities, personalized instruction, and well-maintained facilities. Focusing on the whole student ensures they become well-rounded individuals, equipped for both academic success and life beyond the classroom.