working for all of sdw, on the issues that matter.

Transparency and honesty are essential, particularly when managing tax dollars and ensuring financial stability within our schools. It is our duty to provide clear insights into how funds are allocated and utilized, fostering trust and accountability within our community. By enhancing communication and collaboration with parents, we build a partnership focused on the educational success and well-being of our students. I am committed to responding to every email, phone call, and correspondence from parents and taxpayers, ensuring that each concern is addressed promptly and thoughtfully-- regardless of political affiliation or how we agree or disagree on an issue. Additionally, I will hold the administration accountable to communicate with clarity, conciseness, and consistency, reinforcing trust and open dialogue with all residents.

Following the decision by the School District of Waukesha to close Whittier Elementary and merge it with Hadfield Elementary, numerous rumors have emerged regarding potential proposals for further school closures. As there is currently no concrete proposal or plan in place indicating additional closures, I will not address these speculations directly. However, should this issue arise again in the future, I am committed to evaluating any proposals from administration openly and thoughtfully. This includes considering input from staff members, students, parents of affected schools—and diligently responding to community inquiries and feedback. I recognize that closing a facility impacts many residents of Waukesha—both current attendees and future generations alike—and believe such decisions require careful deliberation. Rest assured that if faced with this difficult choice, my approach will be thoughtful and considerate at every step.

As a school board member faced with the proposed plan to close a school in the School District of Waukesha, my decision would be grounded in a thorough examination of the circumstances. I would start by asking hard budgetary questions, seeking clarification on what other budget areas were scrutinized and what specific factors led to the decision to target this particular school. It's crucial to evaluate all possible alternatives by questioning what budget cuts were considered but ultimately excluded from the final proposal. Furthermore, I would explore if there's any conceivable strategy to craft a budgetary plan that achieves the necessary financial savings without resorting to closing a school. By ensuring all avenues are investigated, I would aim to make a decision that reflects the best interests of the students, staff, and community at large. In addition, I would also publicly express my desire for a clear, consistent, and transparent messaging strategy with our residents in order for Administration and every single Board Member, including myself, to hear the voices of those affected.

The inconsistency in messaging about our district's financial health is indeed concerning, as it causes confusion and distrust among stakeholders. This inconsistency can hinder our ability to plan effectively, assess needs accurately, and make informed decisions that are in the best interests of our community. Clarity about our financial status is crucial for transparency. Taxpayers have a right to know how their money is being utilized, and they deserve regular, truthful updates. Mixed messages not only erode public confidence but can also lead to pushback against necessary budgetary measures, such as adjustments in tax rates or funding allocations. Moreover, consistent communication allows for better community engagement and collaboration, as everyone is working with the same understanding of the situation. For parents and educators, knowing the true state of our financial health directly affects their experiences with the district. Whether it's about securing funding for much-needed educational programs, maintaining school facilities, or hiring and retaining qualified staff, the district's financial position impacts these critical areas. By being upfront and consistent, we empower them to advocate for their needs and contribute to solutions effectively.

The property tax levy in 2021 was $72,613,201 in total revenue, and increased to $79,390,592 in the newly approved budget, adjusting to a total 9.34% increase in the property tax rate between 2021 and 2024. The School District of Waukesha announced a decrease in the tax levy rate from the previous year of 2.47%, and while this is correct only accounting for the past 12 months— working families know better than anyone, a 6.87% four-year increase, cannot be diluted to the previous 12 months.

The School District of Waukesha announced in our newly approved budget for the next school year that our expenditures are down 5.28%, however, the School District of Waukesha incurred in revenue $219 million, and spent $226,725,000 accounting for a 3.41% deficit rate. Spending more money than we have is the definition of a deficit, and a budgetary crisis.

Over the past decade, our District has struggled with declining enrollment, accounting for a nearly 300 student drop from last year. This alone is accounting for a loss of $4,877,155.

In 2024, 103 School Districts placed referendums on their ballots requesting additional tax revenue from their residents. Waukesha did not choose to go into the referendum process, and decided to not request additional revenue from our taxpayers, which is a very beneficial decision. However, due to how our State education funding is allocated, the School District of Waukesha is set to lose $3,701,984 in State education funding, due to neighboring Districts requesting additional funding from their taxpayers, and effectively increasing their expenditures.

Responsible financial management is crucial for maintaining and enhancing the quality of education within our district. It's not just about increasing education funding across the board; rather, it's about strategically investing in areas that directly impact learning outcomes. By crafting thoughtful plans that integrate resources and learning tools with our highly qualified staff, we can ensure that our students receive a top-notch education without unnecessary expenditures. Additionally, I am committed to managing our structural deficit effectively, prioritizing efficient allocation of funds instead of raising property taxes, without a necessary proposal that can be agreed upon by members of our community. This approach will ensure that we continue to provide excellent educational opportunities without placing a larger financial burden on the taxpayers of Waukesha.

Parents from across southeastern Wisconsin have been encouraged to join our personalized learning programs and public charter options in Waukesha, for many years. Notably, the Waukesha Engineering Preparatory Academy and the Academy of Health Professions at South High School stand out for their innovative approach to providing students with essential connections, a rigorous curriculum, and career readiness skills needed for today's workforce. Additionally, our district has strategically integrated STEM learning within existing curriculums or by transforming entire schools—a move that has been both popular and successful, particularly among younger students meeting their educational needs.

At the middle school level, Flight, Quest, and Compass were popular personalized learning programs that achieved significant success in enhancing student growth, achievement, and cooperation. Many parents and students—current attendees as well as alumni and prospective participants—were deeply concerned when these programs were discontinued following a recent vote by the Waukesha School Board.

Although I understand the challenges posed by declining enrollment in these programs, I believe a more strategic plan to consolidate them into one building would have provided parents and students with greater options, choice, and freedom. This approach could have preserved learning environments that benefited hundreds of students instead of eliminating them entirely.

As a member of the Waukesha School Board, I am committed to thoroughly exploring all potential solutions for reopening these programs in one location with combined resources. Additionally, I'll consider alternative ways to offer enhanced personalized learning options throughout our district. Recognizing that one size does not fit all, I believe offering choices can effectively boost student achievement and growth. By providing unique opportunities that are unavailable in their local communities, we aim to attract more families who will choose our schools for their children’s education.

Currently, 45% of students in the Waukesha School District are not proficient in any key subject areas. As a result, nearly half cannot read at their grade level, pass math tests, or demonstrate understanding of basic scientific and social studies concepts. This situation exacerbates academic challenges for these students as they struggle with overdue assignments and constantly attempt to catch up. It also greatly disadvantages them when entering the workforce or applying for college. We have a responsibility to ensure that every child can reach their full potential and achieve greatness while forging their own path forward.

By extending the AVID curriculum and program to students in need, as well as revitalizing resources for those falling behind, we can effectively support them in acquiring essential skills, catching up on overdue assignments, and enabling all students to excel. Additionally, increasing instructional time—particularly for core subjects like English, math, science, and social studies—and expanding study hall and Just-In-Time (JIT) sessions will further bolster their progress. Collaborating with community groups and higher education institutions such as Carroll University allows us to assist struggling students while offering incentives to education majors at these colleges, to help Waukesha students in areas they need help in. Moreover, encouraging more community members to become school aides or substitute teachers will help ensure schools are fully staffed with trusted educators who are experienced and qualified.

Addressing the achievement gap stands as the most critical issue in this election and represents a crucial responsibility for our School Board members, who must support our children's education. As someone educated within Waukesha Schools, I have firsthand insight into why students are lagging behind, what they require to succeed, and how we can more effectively support their future goals. No candidate is better prepared or more sincere about ensuring that every child succeeds while recognizing that each of us plays a role in achieving this goal.

I firmly believe that history should be taught accurately and objectively, using factual, consistent, and age-appropriate materials to ensure students understand essential life skills, lessons, and educational needs for entering the workforce. Encouraging disagreement, collaboration, and communication is crucial for helping students grasp subjects like current events and historical figures while understanding how we arrived at present-day America. This approach to education should foster a level playing field of fact-based comprehension rather than an opinionated agreement that promotes any specific viewpoint or political agenda. History is what it is; teach it as such.

For many years, our special education department has been dedicated to supporting children with various mental, physical, and learning disabilities. Throughout this time, we've faced numerous challenges such as limited funding, understaffed programs, and insufficient support from administration and leadership. While we have made significant progress over the years, much work remains ahead of us. It is essential that our special education programs maintain full staffing levels consistently and include several educators who are certified and qualified for these settings; this extends to classroom aides as well as special education assistants. Additionally, it's crucial for us to adequately fund our departments so they possess the necessary resources tools needed continue meeting commitment those require most assistance

Over the past ten years, there has been a strong movement to integrate students with learning, mental, and physical disabilities into classrooms alongside their peers rather than isolate them in separate spaces exclusively with other students who have similar needs. I believe our future responsibility is to persist in this effort by including students with Individualized Education Programs (IEPs) within classes of their peers. This involves incorporating them into instruction and supporting their success at grade level, when appropriate, while avoiding isolation from the wider student body.

I am the only candidate who has attended Waukesha Schools within the past 2 decades. I am the most qualified, and prepared candidate for School Board on the issues of learning tools, curricular systems, grading procedures, and resources for students and families. Having been educated in Waukesha schools from kindergarten through 12th grade, I possess unmatched knowledge, personal experience, and firsthand insight into our curriculum standards and expectations. My understanding of the learning tools and resources available to students places me in a unique position to contribute to revitalizing these systems for both students and families. Having directly engaged with the same tools that our school district continues to administer, monitor, and implement underscores my capability to make impactful improvements.

I believe it's essential to continually update and modernize our resources, tools, and expectations for students by integrating the most successful and proven strategies. The primary role of a public school is to prepare students for their next steps in life. Whether they are entering middle school and exploring new opportunities, starting high school with plans to set future goals, or applying for college or careers—we have an obligation to equip them with the necessary skills, values, lessons learned from experience so that they're ready both academically as well professionally when moving forward into adulthood’s challenges ahead .

We must continuously update textbooks, online resources, technology sources, and applications in a cost-effective manner to ensure students receive the help and support they need to excel. I believe we can enhance our curriculum standards by utilizing both local and neighboring district data to better understand potential directions and the best ways to implement these systems for meeting student needs. 

When I was in first grade, our School District began implementing iPads and other technology into classrooms, putting these tools directly into students' hands to enhance their educational experience. I've personally witnessed how beneficial these devices can be—not only for completing homework on the go but also by leveling the playing field so every student receives equal learning opportunities with ease. However, they can also serve as significant distractions and I understand the criticisms surrounding them. Given our evolving economy and world, it seems unimaginable to provide top-tier education without incorporating technology. Yet this necessitates innovative solutions for minimizing distractions caused by such devices while maintaining their purpose strictly for educational use. Striking a balance is crucial. As someone who attended Waukesha Schools during this technological transition, I'm uniquely qualified among candidates running for School Board to tackle these issues because of the firsthand experience, only I bring to the table.

Our District has made significant strides in enhancing safety measures and upgrading infrastructure within our schools since the 2018 referendum, which provided essential resources to create a secure, modern environment for every child. This initiative ensures that all staff members, parents, and students have access to the necessary facilities. As a product of our schools myself, I deeply value and support the inclusion of School Resource Officers (SROs). These officers play a crucial role—not only maintaining security both inside and outside school premises but also standing as respected figures whom many students admire as trusted adults. Preserving this vital relationship is imperative; it should not be eliminated. I am committed to being a strong advocate for school safety, the same vision that kept my school safe.