Frequently Asked Questions:

  • As a Vice President of the Alpine School District Board of Education, I voted on April 22, 2025, to approve a comprehensive employee benefit package that included a 2.5% cost-of-living adjustment (COLA) for certified educators. This adjustment, combined with additional state funding, resulted in an overall salary increase exceeding 4% for teachers. The package also covered rising insurance costs, ensuring no additional financial burden on our staff. This decision was part of our commitment to supporting and retaining quality educators in our district

  • I want someone who brings fresh ideas, understands collaboration, and has a practical vision. We’ll need to adopt some cost-saving measures and explore new revenue streams through smart use of district real estate.
    The right superintendent will be innovative, grounded, and ready to lead a district that wants to do things differently.

  • The board sets the vision, builds trust with the community, and ensures public education delivers for every student. We work in partnership with the superintendent, staying in our lane while offering guidance, oversight, and support.
    I aim to be highly accessible—attending SCC and PTA meetings, sharing updates through social media and email, and ensuring constituents know their concerns are being heard and elevated. I’ll stay responsive and transparent, even when issues are tough or timelines are tight.

  • I’ve been on the losing side of votes, and I’ve learned that respect and collaboration matter more than being “right.” When I disagree, I do so with honesty and grace, then move forward with the team.
    When controversial issues arise—whether books, safety, diversity, or belief systems—I rely on state guidance, age-appropriateness, and the principle that schools must be safe places. I also ask: what’s been done before that works, and how can we build on it?

  • We have to begin with the community in mind. That includes staying open to consolidation or rebuilding, using buildings creatively (such as designating a SPED school), and involving stakeholders at every step.
    We don’t need to rush, but we do need to be thoughtful, collaborative, and flexible.

  • We need to support the programs families love: Special Education, DLI, ALL, arts, and comprehensive high schools. By keeping specialties in every elementary and expanding opportunities in secondary schools, we create multiple pathways to success that make public education the first choice again.

  • 9 years

  • I’m running because I believe in the power of public education—and I believe our new district has everything it needs to become one of the best in the state. This is a once-in-a-generation opportunity to build something truly special for our kids, our teachers, and our community.

    I’ve spent the last several months listening, learning, and preparing to help us start strong. From school volunteers to superintendents, I’ve asked questions and taken notes. I’m ready to bring that experience—and that commitment—to the next chapter of public education in our area.

  • I’ve volunteered in schools for over a decade—from classroom help and PTA volunteering  to co-directing school plays. I currently serve as Vice President of the Alpine School Board and on the Alpine Foundation Board.
    In addition to public education, I bring experience working on large-scale finances and governance. My service on the board has included formal training, deep policy work, and building relationships with everyone from sweepers to superintendents. I’ve prioritized programs like Special Education, DLI, and ALL, and advocated for restoring comprehensive high schools so every student has access to opportunity.

  • I gather multiple perspectives, research policies and data, and talk with people on the ground. It’s not always easy—some decisions come fast and in confidential spaces—but I lead with integrity and a focus on students and teachers.
    I value open dialogue and believe learning also means knowing when to pause so better decisions can be made.

  • Our biggest strength is our community. People care deeply about education, and we have a strong tax base and high expectations. But our biggest challenge is rebuilding trust and hope. We’re facing aging schools, population shifts, and budget uncertainties—but those are solvable. The real hurdle is getting people to believe this new district can be better than before.

  • I’ve been studying alternative health plan options that could save us money, and I’m interested in creative ways to expand CTE offerings for high schoolers. I’d also like to decouple specialty FTEs from strict enrollment formulas.
    More broadly, I’m always listening—there may be a brilliant idea out there I haven’t even heard yet, and I’m open to finding it.

  • Three: Honesty, Integrity, and Collaboration. I ask questions, do the research, and share what I find. I stay grounded in my values and approach decisions with openness and respect—especially when views differ.
    These principles help ensure my decisions are thoughtful, student-centered, and community-driven.

  • Right now, we don’t have a full picture of our new district’s budget, but we may start with a small deficit. We can’t shortchange students or teachers, but we also must be smart with tax dollars.
    I support using our property assets as revenue sources and adopting cost-saving benefit packages. We’ll need to balance class sizes, program offerings, and neighborhood schools with what’s fiscally responsible—working together as a community to decide where we draw those lines.