My Plan

I believe the school board’s role is governance and oversight, not micromanagement or politics.  That means asking hard questions, insisting on clear information, and being careful with taxpayer dollars.  

I don’t believe in symbolic gestures, blank-check spending, or policies that sound good on paper, but can’t be implemented well.  I believe the board’s responsibility is to slow decisions down when needed, not rush them through.  I take responsibility seriously, even when it is uncomfortable.  

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Before asking voters for more, we need clear, accessible information about how current resources are used and where gaps actually exist.

 

My approach is:

1. Make financial information usable and transparent

2. Insist on accountability and follow-through

3. Advocate for sustainable funding with voter control, clear limits, and measurable results

 

Any major funding proposal should be time-limited, targeted, publicly reported, and evaluated based on whether it actually improves staffing stability and school operations.

 

Why This Matters: When financial information hasn’t been easy for the public to access, I’ve taken the time to find the underlying records and make them available so taxpayers can see the details themselves.  My comments at board meetings and the materials I’ve shared are public record.

 

You don’t have to agree with me on everything to trust how I’ll approach this role.

I believe good governance is stable, transparent, and disciplined.  Schools run best when decisions are practical, follow-through is real, and leaders are willing to say “not yet” or “no” when something doesn’t add up.

If you value restraint, independence, and careful stewardship of public resources, I believe you’ll find my approach reasonable, even if you don’t share all of my views.

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My Non-Negotiables

1. No national politics or culture-war battles.  The role of the board is to keep schools running well.

2. No new spending without a clear plan, defined priorities, and measurable outcomes.

3. No rubber-stamping recommendations without asking detailed questions.

4. No growth in central office unless it clearly helps schools or saves money.

5. No closed-door decision-making when the public deserves clear explanations.

6. No micromanaging schools.  The board sets goals and accountability; principals and teachers run schools.

7. No symbolic actions that don’t improve instruction, safety, or financial stewardship.