ISD 622
Brittany LaBore
Protecting Vulnerable Students
Given current federal policy activity affecting immigrant, LGBTQ+, and other vulnerable students, what responsibility does the district have to protect student privacy and safety, including with respect to federal immigration enforcement on or near school property?
With all the new federal legislation attacking vulnerable groups there is a target on many students and families in the school district. At the district level we have the responsibility to ensure our students have a safe place to come and learn. One the strengths that our district has is its diversity and I will always stand on the side of diversity, equity, and inclusion. I do not believe that federal immigration enforcement has any place at schools where children go to learn and I have been an advocate for the safety of our staff, students, and parents over the last year during metro surge.
Equity & Representation
What specific groups of students or families do you believe are currently underrepresented or underserved, whether in achievement outcomes or in the district's decision-making, and what steps would you take to address that?
With such a diverse district it's important to see that diversity represented on decision making committees and on PTOs and in all the places where student/family representation is present. Specifically I would say we need to reach out to Hispanic, Somali, and Hmong populations as we have spanish and Hmong immersion as well as a growing muslim population.
Curriculum & Intellectual Freedom
What is your view on how decisions about curriculum content and library materials should be made? When a book or curriculum choice is challenged, who should have final say, and through what process?
Curriculum committees who are dedicated to upholding the education system with unbiased and age appropriate content are important but I believe teachers should have a voice in the final say, if anything they should have a representative to advocate and vote on the committee deciding curriculum. they are the ones in the classrooms day to day who are capable professionals who know how the classroom looks today.
Fiscal & Leadership Accountability
What is the board's role in holding the superintendent and district leadership accountable, including on how tax dollars and referendum/levy funds are spent? What specific reporting or oversight would you push for, and how would you evaluate whether leadership is meeting the district's goals?
The school board should have oversight responsibility as well as a good working relationship with the superintendent and district leadership. Cultivating trust and communication to ensure all the funds are used to most benefit the students in district 622. A quarterly report as well as check ins at school board meeting would ensure this oversight.
Referendum
District 622 has a proposed referendum on the ballot to increase its general education revenue by $800 per pupil. How would you communicate the case for or against the referendum to voters, and what would you prioritize for the district if it passes or fails?
I am very hopeful for our referendum on the ballot this year, in my campaign I have been at the doors and on the phone engaging with voters about how important it is. We are currently operating at about half what neighboring districts have per pupil and investing in public education will always benefit the public. We have not passed a levy in over 10 years so I know there is a possibility this will go that way. If it does pass I would ensure those funds are used to keep class sizes manageable and safe, ensure we have enough paraprofessionals, and see what updates and supports our schools need in this moment.
If the Levy were to fail, it would look more like making tough choices with the board and district leadership about how we can make meaningful cuts that stay as far away from the actual classrooms as possible. It would mean working together with PTOs and the community as well as applying for applicable grants where we can and throwing more energy into advocating for a statewide education budget increase.
Community Engagement
Some families feel decisions are made before meaningful input is gathered. What changes would you support to ensure the board hears from families, students, and staff before major decisions are finalized?
Reaching families is a challenge when lots of families are distracted by the cost of living and healthcare as well as many other factors. When you have a district with higher rates of poverty its important to remember that a lot of families are barely making it work right now. To reach people living in those conditions you need to plan events for after work hours, have flexible times, and use multiple ways to communicate like email, regular mail, phone calls, paper sent home, and social media.
Student Mental Health
What role should the district play in supporting student mental health, and how would you measure whether it's working?
The district should use its role to try to reach kids who might be struggling and help where they can. The truth is we have a lot of mental health struggles in our youth today and it can’t come as a surprise to any one alive right now. Some students simply don’t have access outside of school and as much as our schools cannot afford it with all the budget cuts we must be a safe place for these kids to go. Proactively caring for student mental health makes our schools safer for everyone. Student led outreach would help identify what areas were not seeing and periodic checks with all students, even those behaving typically, would help fill the gaps.
Staff Recruitment & Retention
What would you do to help the district recruit and retain quality teachers and staff in a competitive labor market?
District 622 has remarkable teacher retention when compared to neighboring districts and I am proud to say my 11 year old daughter has one of my former teachers this year. I would seek to build on the success we have found as well as looking to recruit fresh ideas and educators to join our district. With our immersion program it has also brought some wonderful new teachers into our school community.
School Safety
What is your approach to school safety that balances security needs with maintaining a welcoming, non-punitive environment for students?
School safety is really important to me as a mother and educator myself. There is a lot of room for leniency in many areas of discipline; children are growing and won’t always learn from draconian or unrelated punishments. There also cannot be room for error when it comes to credible threats and repetitive violent behaviors that put other students and district staff in harm's way. We need to find the common ground that leaves room for learning right from wrong while also holding accountable behaviors that take the safety away from other kids. A big concern of mine is classrooms being held hostage by a single child, that to me says that the child has a need that is not being met that is too big for the classroom teacher to handle alone. The accountability piece is important for everyone including the student in question, the teacher, the parents, and the 29 other kids.
Enrollment & Facilities Planning
How should the district plan ahead for changing enrollment trends and aging facilities?
Planning to change facilities as needed, as we have done with the renovation of our high schools and some of the elementary schools. It's important to look at enrollment trends to have a prediction on what might be needed down the line.
Campaign Finance
Do you accept campaign contributions from sources other than individuals (e.g. PACs, corporations, party committees)? If so, from whom, and why?
I have not accepted any money from corporation or PACs so far I have only taken money from individuals and I would be hard pressed to take any money from any group looking to buy the school board off for their own purposes. I believe we need corporate money out of politics.
Personal
What are you most passionate about, and why did you choose to run?
I am a mother of three and an early childhood educator who was born and raised in Oakdale. I decided to run after the events of this past winter effected kids I teach, kids I know in the neighborhood, kids in my daughter’s classes and kids all across our state. I am passionate about making public schools a safe place for kids to be and I am especially passionate about the special education side of things. I have personally seen the budget cuts affect my child’s ability to receive speech services and have heard from other parents in the district who have similar stories. I want to do my part to protect those services and the people providing them.
ISD 622
Veronica McFarland
Protecting Vulnerable Students
Given current federal policy activity affecting immigrant, LGBTQ+, and other vulnerable students, what responsibility does the district have to protect student privacy and safety, including with respect to federal immigration enforcement on or near school property?
We have a responsibility to protect a childs right to education, of every student, regardless of the situation.We are to provide a safe environment for children to learn and protect a childs privacy. I firmly believe this can be accomplished without breaking any laws, but upholding them.
Equity & Representation
What specific groups of students or families do you believe are currently underrepresented or underserved, whether in achievement outcomes or in the district's decision-making, and what steps would you take to address that?
Students with Disabilities (IEP/504 Plans). I believe these plans should include more one on one time with the student and we need to provide more resources for the parents who are feeling overwhelmed. There are circumstances where we should be going to the families instead of waiting for the families to come to us.
Curriculum & Intellectual Freedom
What is your view on how decisions about curriculum content and library materials should be made? When a book or curriculum choice is challenged, who should have final say, and through what process?
Decisions about curriculum and library materials should be made by trained educators and library professionals. Followed by the board, ultimately the parents should have the final say.
Fiscal & Leadership Accountability
What is the board's role in holding the superintendent and district leadership accountable, including on how tax dollars and referendum/levy funds are spent? What specific reporting or oversight would you push for, and how would you evaluate whether leadership is meeting the district's goals?
as the public's trustee- the board must maintain rigorous oversight, the board should push for regular, structured, and transparent reporting. Every dollar accounted for. Reviewing both annual audits and internal quarterly reports. ALSO, Evaluating if leadership is meeting district goals.
Referendum
District 622 has a proposed referendum on the ballot to increase its general education revenue by $800 per pupil. How would you communicate the case for or against the referendum to voters, and what would you prioritize for the district if it passes or fails?
I will always vote 'for' a referendum. At least then I know where my tax dollars are going.
Community Engagement
Some families feel decisions are made before meaningful input is gathered. What changes would you support to ensure the board hears from families, students, and staff before major decisions are finalized?
Proactive Calibration. We have to implement town hall meetings, and pto. News letters. And even have parents text in their vote! I also believe that decisions cannot be introduced and voted on in the same meeting.
Student Mental Health
What role should the district play in supporting student mental health, and how would you measure whether it's working?
Mental wellness should be integrated into the educational framework. We should rely on our teachers to recognize early warning signs, create small support groups and timely "check in" for all students.
Staff Recruitment & Retention
What would you do to help the district recruit and retain quality teachers and staff in a competitive labor market?
improve compensation, build local talent pipelines, and foster supportive working conditions.
School Safety
What is your approach to school safety that balances security needs with maintaining a welcoming, non-punitive environment for students?
Use silent alert systems, visitor management software, and security cameras in common areas to monitor threats without daily disruption. Train security teams onsite. Have defensive training for staff.(optional).
Enrollment & Facilities Planning
How should the district plan ahead for changing enrollment trends and aging facilities?
One option is to keep track of housing development. Also we should be working closely with Washington county children welfare services.
Campaign Finance
Do you accept campaign contributions from sources other than individuals (e.g. PACs, corporations, party committees)? If so, from whom, and why?
No. I personally, have not asked for contributions.
Personal
What are you most passionate about, and why did you choose to run?
I want to help better our education system and prepare our children for the future. As of right now, our kids cant read. That means we are failing them, so im stepping up.
ISD 622
Nina Potter
Protecting Vulnerable Students
Given current federal policy activity affecting immigrant, LGBTQ+, and other vulnerable students, what responsibility does the district have to protect student privacy and safety, including with respect to federal immigration enforcement on or near school property?
More than federal policies, which are becoming alarmingly fewer, as a School Board Member I will uphold our State guidelines which I believe are stronger for human rights. I will always stand up for our student's rights as individuals as a personal standard. I see every child as potentially the next Einstein (he didn't show a lot of promise early on, so who knows?) no matter their situation. All children deserve protection and opportunity to learn and grow no matter who their parents are or where they come from.
Equity & Representation
What specific groups of students or families do you believe are currently underrepresented or underserved, whether in achievement outcomes or in the district's decision-making, and what steps would you take to address that?
I will continue to support ISD 622's Administration in reaching out to those groups seen as needing extra help. The Harmony Learning Center is doing a good job of ESL and GED training and the Next Step school is helping special needs students (my nieces and a nephew all attended Next Step). I have been involved in some of this work as a member of the 622 Community Education Advisory Council. If I become aware of another group that feels they are underserved, I will bring it to the attention of the Board and Administration immediately.
Curriculum & Intellectual Freedom
What is your view on how decisions about curriculum content and library materials should be made? When a book or curriculum choice is challenged, who should have final say, and through what process?
I believe the School Board along with the Administration should be involved in meeting MN State guidelines. I am an experienced marriage crisis coach so along with my Polarity Management training, I am skilled at negotiating disputes that are fears about values. Books should never be banned, but rather used as opportunities for discussion and teachable moments.
Fiscal & Leadership Accountability
What is the board's role in holding the superintendent and district leadership accountable, including on how tax dollars and referendum/levy funds are spent? What specific reporting or oversight would you push for, and how would you evaluate whether leadership is meeting the district's goals?
The job of a School Board is to monitor the Admin and keep them accountable to MN State guidelines and to the Community. It meets monthly for working together on budgets and reporting before each public meeting so I will diligently review all materials before the meetings so I can ask questions and request back-up reporting if necessary.
Referendum
District 622 has a proposed referendum on the ballot to increase its general education revenue by $800 per pupil. How would you communicate the case for or against the referendum to voters, and what would you prioritize for the district if it passes or fails?
The District has been consistently underfunded by the State by not keeping up with inflation and making Unfunded requirements over the past 20 years. In just the last 3 years they have had to surgically cut $15 Million from an already stressed budget. They are running as lean as possible with cuts to programs that kids need if the Levy were to fail. When the Levy passes I will prioritize keeping class sizes small, support student programs, and retain and recruit the best teachers and staff. I believe we may need to rehire school Librarians too. I'm looking into this further.
Community Engagement
Some families feel decisions are made before meaningful input is gathered. What changes would you support to ensure the board hears from families, students, and staff before major decisions are finalized?
Many citizens are unaware of the work study meetings that take place before the public meetings so they aren't aware of the input there is. All feedback and questions are welcomed, but perhaps the parents and community at large aren't aware enough of how to contact the Dist office. Perhaps an ad in the local city newsletters would be helpful to encourage and instruct them on how to share concerns. A new ambassador program is being started where one board member will be "adopting" a school to increase visibility.
Student Mental Health
What role should the district play in supporting student mental health, and how would you measure whether it's working?
Mental Health Professionals and Resources are needed to assist alongside academic counseling. Schools need to be both physically AND emotionally safe for students to thrive. Less absenteeism, fewer sudden dropping grades, less bullying, less drug use, would all be signs of improvements.
Staff Recruitment & Retention
What would you do to help the district recruit and retain quality teachers and staff in a competitive labor market?
Having the Levy pass will certainly help with salaries. As Superintendent Ossorio says "People don't quit jobs, they quit bosses". So listening to teacher's and staff's needs and having collaborative and supportive Admin. gets the word out that we are a good Dist to work in. That is, in fact, happening now.
School Safety
What is your approach to school safety that balances security needs with maintaining a welcoming, non-punitive environment for students?
When it comes to safety, there has to be strict adherence to policy, and consistency and fairness are part of that. I believe in "consequences", not "punishment" as the later tends to amplify resistance and rebellion. Consequences are how we learn and grow.
Enrollment & Facilities Planning
How should the district plan ahead for changing enrollment trends and aging facilities?
622 is completing a comprehensive update of all buildings. Those updates not completed are in the current plan. Births are monitored to have a few years' lead time in guestimates of future enrollment. Sometimes when an immersion program is more popular than expected, boundaries have to be adjusted to compensate.
Campaign Finance
Do you accept campaign contributions from sources other than individuals (e.g. PACs, corporations, party committees)? If so, from whom, and why?
I have not. I would welcome contributions from organizations that are in alignment with my values for putting students first and democratic ideals of human rights.
Personal
What are you most passionate about, and why did you choose to run?
I am passionate about learning, and don't believe there is such a thing as "other people's children". As a community member I am responsible for them. They are our future and the well being of our community is dependent upon these students growing into healthy, discerning, capable and wise adults. It has come to my attention that there are those who would undermine public education and basic human rights (and ban books :-O) so I am stepping up to make sure our public schools are not just maintained, but grow and improve so that they are admired and sought out by more parents. I want students to know they are safe and welcome no matter what their background or identity is. I was born and raised and live in ISD 622 (my parents are North High graduates) and I want to stay proud of us!
ISD 834
Ashley Cegielski
Protecting Vulnerable Students
Given current federal policy activity affecting immigrant, LGBTQ+, and other vulnerable students, what responsibility does the district have to protect student privacy and safety, including with respect to federal immigration enforcement on or near school property?
The district’s responsibility is to make sure every student is safe, feels safe, and knows that their voice matters. Student privacy and safety should be at the forefront of how our administration responds to current issues involving immigration, LGBTQ+ students, and other vulnerable members of our school community.
Our schools should be places where every child can learn without fear of being targeted because of who they are or where they or their family come from. The district should have clear protocols for responding to federal immigration enforcement and ensure that any request for access to students or student information is handled appropriately, legally, and with student safety and privacy as the priority.
We also have a responsibility to protect students within the areas we control, including our schools, school-sponsored activities, and transportation systems. LGBTQ+ students deserve that same sense of safety and should never feel that being themselves puts them at risk of harassment or discrimination.
As a board member, I would support clear policies, appropriate staff training, and strong communication with families so that our schools remain welcoming and safe for every student. Protecting vulnerable students is not about choosing one group over another, it is about making sure every child in District 834 knows that their school is a safe place to learn, grow, and be themselves.
Equity & Representation
What specific groups of students or families do you believe are currently underrepresented or underserved, whether in achievement outcomes or in the district's decision-making, and what steps would you take to address that?
I don’t want to single out one specific group, because I think equity means looking at the needs of all of our students and families. Stillwater has historically been a predominantly white community, but our community is becoming more diverse, and our schools should reflect and recognize that diversity.
We need to make sure students see themselves represented in the staff who educate and support them, including people from different backgrounds, cultures, and experiences. We also need to look at whether all students have access to the same opportunities, resources, and support, and be willing to recognize where we may need to do better.
Most importantly, we must remember that one person’s perspective or lens is not the same as someone else’s. As a board, we need to listen to different experiences, seek out voices that may not always be at the table, and use that perspective when making decisions. Equity isn’t about giving one group more, it’s about making sure every student has what they need to be successful and feels that they belong in our schools.
Curriculum & Intellectual Freedom
What is your view on how decisions about curriculum content and library materials should be made? When a book or curriculum choice is challenged, who should have final say, and through what process?
I think it is important to separate curriculum decisions from library collection decisions because they are not the same thing.
Curriculum is decided at the district level and must align with state and federal requirements. Library collections have a broader purpose. They support curriculum, encourage reading and engagement, and provide resources for students and staff at different ages and levels. Those collections should be thoughtfully selected by professionals who are trained to make those decisions.
There are state requirements and district policies for challenging library materials. Minnesota law requires these challenges to be administered by a qualified library professional or someone with appropriate library collection-management training. In Stillwater, a committee reviews a challenge first, and an appeal can ultimately go to the School Board for a final decision.
Parents also have the right to decide what their own child reads or accesses. I believe we can respect that right while also allowing trained professionals to make decisions about what is available to the broader student population.
Fiscal & Leadership Accountability
What is the board's role in holding the superintendent and district leadership accountable, including on how tax dollars and referendum/levy funds are spent? What specific reporting or oversight would you push for, and how would you evaluate whether leadership is meeting the district's goals?
The board’s role is to provide oversight, ask the right questions, and make sure the superintendent and district leadership are accountable for meeting the goals we have established as a district. To do that well, I think the board needs regular, clear financial reporting and a strong understanding of where our finances are headed and not just where they are today.
In my career, we are constantly looking at the current year’s P&L while also forecasting future years and identifying contracts, maintenance needs, and other factors that could change that outlook. I think our district should approach its finances the same way. We need strategic planning that looks beyond the immediate budget and helps us make informed decisions about the future.
I would also like to see clear, accessible financial reporting for our community so families can better understand how tax revenue, referendum and levy funds, and other dollars are being used. Serving on the district’s Community Finance Committee, I also understand that school finance is complicated and that funding often comes with restrictions on how it can be spent. Helping our community understand that is just as important as providing the numbers.
Finally, I believe we should continually look for efficiencies and opportunities to reduce costs without taking away the resources that students need for a well-rounded education. Lean and continuous-improvement principles can help us identify where we can do things more efficiently. Ultimately, I would evaluate leadership by whether we are meeting the goals we set, managing our resources responsibly, and being transparent with the community about both our successes and our challenges.
Community Engagement
Some families feel decisions are made before meaningful input is gathered. What changes would you support to ensure the board hears from families, students, and staff before major decisions are finalized?
I have felt this myself as a parent and community member, and I understand how important it is to feel like your voice is part of the process.
Parents are tired of being asked to complete surveys and then feel like nothing happens with the results. I would support regular surveys and opportunities for families, students, and staff to provide input before major decisions are made, but collecting feedback cannot simply be to check a box. If the data shows a clear negative response to a decision, the board and administration need to take that seriously. That may mean gathering more information to understand why the results look the way they do, having more conversations with the people affected, or reconsidering whether the decision is achieving what we intended. We cannot ask people for their input and then ignore what they tell us.
I also think we need to be very clear from the beginning about what we are trying to accomplish with any major decision and how we will measure success. Is the goal to improve academic outcomes? By how much? Is it a financial decision? How much are we saving, and what is the impact on families and students? But I also think there needs to be a way to measure the broader impact of a decision on our community. While I don't think a simple "do people like this decision?" survey should determine whether something succeeds or fails, community sentiment is still important information. Are families feeling like the change is working? Are staff seeing the intended benefits? Are there unintended consequences that the original data didn't capture? If a decision is creating significant and sustained concerns across the community, that should lead to a serious conversation about whether we need to adjust course. Having those measures established upfront gives the community a better understanding of what we are working toward and allows us to honestly evaluate whether a decision is working and not just whether we can point to one positive data point.
I would also like to see more opportunities for meaningful conversation outside of formal board meetings. Forums, listening sessions, and other opportunities where families and staff can have a dialogue with board members or administration can help create better communication and follow-up.
When people feel heard and understand how their input was considered, they are more likely to feel invested in the outcome and in the future of our district. Community engagement should be an ongoing part of decision-making, not something that happens after the decision has already been made.
School Safety
What is your approach to school safety that balances security needs with maintaining a welcoming, non-punitive environment for students?
Student safety in our schools is number one. Children need to be able to come to school every day knowing that their safety and well-being are at the top of the district’s list.
I think we need to be honest with students and families about school safety and explain why certain measures, procedures, and drills are in place. We live in a world where we need to be proactive and prepared, but that does not mean our schools need to feel fearful or overly restrictive. Students should understand that practicing emergency procedures is about being prepared, not about making them afraid of what could happen.
I also believe school safety goes beyond physical security. Strong relationships between students and staff, mental health support, clear expectations, and giving students a trusted way to report concerns are all important parts of creating a safe school environment. We should be looking for ways to identify concerns early and intervene appropriately rather than relying primarily on punitive measures after something has happened.
As a board member, I would support reasonable security measures, regular evaluation of our emergency plans, and appropriate training for staff, while also asking whether those measures are having the intended effect. The goal should be schools that are safe and prepared without making students feel like they are entering a place where they are constantly being monitored or punished. We can take safety seriously while still creating schools that feel welcoming, supportive, and focused on learning.
Student Mental Health
What role should the district play in supporting student mental health, and how would you measure whether it's working?
The district should make students’ mental health and well-being a priority alongside academic success. Students need to feel safe, welcomed, and supported at school, and they need to know where they can turn when they are struggling, have a problem, or simply need someone to talk to.
I think the district’s role is to make sure students have access to appropriate mental health resources and that staff are equipped to recognize when a student may need additional support. We should also look at the school environment itself. Academic pressure, school climate, relationships with peers and staff, and other factors can all affect a student’s overall well-being.
To know whether our efforts are working, we need to regularly ask students. Annual or recurring student check-ins could help us understand whether students feel supported, whether they feel overwhelmed or overly stressed, whether they know where to go for help, and whether there are things within the school environment that are negatively affecting their mental health. We should look at that information alongside other indicators, such as attendance, discipline, and use of support services, rather than relying on one data point.
Most importantly, we must be willing to ask the questions, listen to the answers, and act on what we learn. If the data shows that students' needs are not being met, we should be willing to adjust our approach and develop an actionable plan. Measuring student mental health isn't just about collecting information and it is about using that information to make our schools better for the students who are experiencing them.
Enrollment & Facilities Planning
How should the district plan ahead for changing enrollment trends and aging facilities?
We need to plan for both where our enrollment is today and where we expect it to be in the future. The district has recently made significant investments in our facilities, including building two new elementary schools and expanding Oak-Land Middle School. I think those investments give us a strong foundation, but we also need to continue maintaining and upgrading our existing buildings as needs arise.
Enrollment planning should also consider where our community is growing. We know there is continued development, particularly south of Highway 36, and the district should continue monitoring new housing developments and estimating how they may impact future student enrollment. That information should be a continued part of our long-term facilities planning.
At the same time, with changing enrollment across the district, we need to be thoughtful about how we use the space we already have. Good facilities planning means looking several years ahead, understanding enrollment trends and community growth, maintaining our buildings responsibly, and making sure we are making investments that will serve students and families well into the future.
Staff Recruitment & Retention
What would you do to help the district recruit and retain quality teachers and staff in a competitive labor market?
I believe Stillwater already has a strong foundation for recruiting and retaining staff. We offer competitive compensation and benefits, and we have a staff that has built a strong reputation for caring about students and providing a high-quality education.
But compensation is only one part of why people choose to stay somewhere. We need to make sure our teachers and staff have a meaningful voice in the decisions that affect their work. Teachers are in the classroom every day and have a firsthand understanding of what is working, what is not working, and what students need. They should be part of those conversations and not hear about major decisions after they have already been made.
I also think this is an important part of recruitment. If teachers looking for jobs know that Stillwater values their experience, listens to their concerns, and takes their ideas seriously, that becomes part of what makes our district attractive. We want people to come here because they know they will be supported, respected, and given the opportunity to do their best work.
Ultimately, I want Stillwater to be a place where great teachers and staff want to build a career, not just take a job. Retaining the people we already have while continuing to attract talented educators should be a long-term priority for the district.
Campaign Finance
Do you accept campaign contributions from sources other than individuals (e.g. PACs, corporations, party committees)? If so, from whom, and why?
I have not accepted any campaign contributions from PACs, corporations, political party committees, or other organizations. My campaign has been entirely self-funded.
Personal
What are you most passionate about, and why did you choose to run?
I am most passionate about my family, my friends, and my community. I have been the chair of the Bayport Elementary Parent Group, formerly known as the Andersen Parent Group, for the past five years, and that experience has shown me firsthand how much a community can do when people are willing to step up and care about one another.
Through the Parent Group, I have seen how small things can make a real difference for students and staff. Whether it is helping create a memorable experience for a child, supporting a teacher, or simply finding a way to make a staff member’s day a little brighter, those things matter. They help create a school community where people feel supported and connected.
I chose to run now because I feel I can bring a new perspective to the school board. Experience is incredibly valuable, but I also believe that boards benefit from new ideas, different perspectives, and new voices at the table. Sometimes changing things up creates the opportunity for meaningful conversations, new ideas, and a fresh look at how we are approaching the challenges in front of us. I want to bring my experiences as a parent, community volunteer, and finance professional to those conversations.
Most importantly, I want my kids to be proud to be Ponies. I want them to love their schools, enjoy their time here, and feel connected to the community they are growing up in. I want to help be part of creating that experience and not just for my own children, but for all the students and families in District 834.
I am running because I care deeply about this community and want to help make it a place that is truly one of a kind. I want to listen, bring a different perspective to the table, and help make thoughtful decisions that our students, staff, and families can be proud of.
ISD 834
Zack Dinzeo
Protecting Vulnerable Students
Given current federal policy activity affecting immigrant, LGBTQ+, and other vulnerable students, what responsibility does the district have to protect student privacy and safety, including with respect to federal immigration enforcement on or near school property?
Every single student has the right to learn in a safe, supportive, and welcome environment no matter their gender, race, religion, disability, and immigration status. It is the district’s responsibility to protect student privacy and ensure we are also complying with federal and state laws including privacy laws at the same time. Everyone including teachers, staff, students, families, and community members should feel safe coming onto school grounds.
Our districts role is to ensure all of our staff members know what our role is if an immigration enforcement officer was to try and take action while on school property.
For LGBTQ+ students we have a responsibility to make sure our anti-bullying, harassment, and nondiscrimination policies are not only set, but also ensure they are working. If all of our students don’t feel safe, welcome, or comfortable in our schools than items like our test scores won’t improve. Our schools need to continue to focus on all of our students well being including mental health to ensure they have a safe and supportive learning environment.
Equity & Representation
What specific groups of students or families do you believe are currently underrepresented or underserved, whether in achievement outcomes or in the district's decision-making, and what steps would you take to address that?
I don’t want to assume one group is underserved or represented without looking at further data like attendance, discipline, graduation rates, and achievements like our test scores. Our decisions need to be grounded with a combination of both data and discussion from our students, staff, and families.
With that being said in Education and in Minnesota students that come from a low income family, students with disabilities, LGBTQ+ students, minority students, and students facing mental health challenges may feel more underserved and underrepresented.
My intentions and focus would be on several different areas.
Listening: It is important as a board member to seek input and listen to our students, families, educators, and community members through different opportunities like surveys, listening sessions, committees, groups, and school visits. We cannot fix or address barriers or concerns if we don’t hear from people experiencing it directly. I would make myself available to the families, groups, committees, and schools.
It is important that we use data to drive our decisions in order to help us improve. We should utilize data on a regular basis to understand where our gaps may be and how can we address them in order to make a positive difference. Our goal should be for every student to have access to the support and opportunities that they need to succeed and to feel welcome to learn in our schools.
Curriculum & Intellectual Freedom
What is your view on how decisions about curriculum content and library materials should be made? When a book or curriculum choice is challenged, who should have final say, and through what process?
When it comes to school board one of our main roles is to establish policies and goals and ensure that these are being followed.
When it comes to curriculum and library materials our school board members are not the experts and shouldn’t claim to be. This process should be a thought out process involving different parties and experts. These can include educators, librarians, subject specific experts, and district staff. While reviewing these areas it is important to look at our state standards, age level appropriateness, and educational needs of our students within our district.
Our professionals and experts should be the ones responsible for implementing the curriculum and managing our library collections. With that being said our parents, community members, and students should have a clear path to raise concerns if they believe a book or a curriculum related item in inappropriate or inconsistent with our district or state policies.
When a challenge occurs I support having a clear and consistent review process rather than making decisions based upon public pressure or politics. The process should be similar to what we have a formal request to review an item which is then evaluated by a committee of members as outlined above which should also include a community member and then we should consider to look at state standards, age level appropriateness, educational needs, and if it aligns with our districts policies to come to a decision on a recommendation. Once the decision is made we should share that decision publicly and transparently while following all data privacy laws if they apply.
Fiscal & Leadership Accountability
What is the board's role in holding the superintendent and district leadership accountable, including on how tax dollars and referendum/levy funds are spent? What specific reporting or oversight would you push for, and how would you evaluate whether leadership is meeting the district's goals?
Our role as a School Board member is to ensure that the Superintendent is working for us and that we are holding not only them accountable, but also hold our district leadership accountable as well as we owe it to our students and taxpayers.
As a board we work with leadership in setting the vision of our district, setting goals, implementing policies, reviewing policies, approving the budget, and evaluate the superintendents performance. The Superintendent and our district leadership are responsible for implementing and handing the day to day operations.
When it comes to referendums or levy’s our community is putting a lot of trust in our district that these funds are going to useful and impactful areas. We must be transparent, provide clear communication, and monitor how these are used. I would want as a board member to show where these dollars are going to show the investments are making a true impact on our students.
Some of the ways we can measure and evaluate our goals is looking at the data we are given which can include student achievement, attendance, graduation rates, looking at future budget forecasts, expenditure reports, staffing, facilities, public feedback, and if we approve a levy/referendum look at how that progress is going.
Community Engagement
Some families feel decisions are made before meaningful input is gathered. What changes would you support to ensure the board hears from families, students, and staff before major decisions are finalized?
I have heard from families, community members, and different staff about this concern prior to and during my run for school board. It is important that we listen and built trust with everyone that a decision can impact. We need to make sure everyone feels like their voice is being heard and part of a process and we should make sure they don’t feel like an afterthought even if a decision may not go the way they want it to go. While at the same time as a board we need to understand that we can’t accommodate everyone and decisions will be made that some may not support, but we need to make sure we are having informed discussions on important issues.
I first would be open to engaging with different members early in the process as we are open to open feedback during our board meetings as well. These discussions should occur during the early stages and not towards the end of the process after minds are mostly made up. We need to consider engaging with our experts and those that these decisions would impact the most.
We then need to make multiple ways to participate weather it’s the board meetings, community listening sessions, surveys, focus groups, committees, or advisory groups.
I would try to seek out some of our voices and staff that may not typically participate which can be done by visiting our schools and asking questions. Lastly I would then look at our data that we have collected and combined all of the information in making an informed decision on the issue.
School Safety
What is your approach to school safety that balances security needs with maintaining a welcoming, non-punitive environment for students?
In order for our curriculum and test scores to be where they need to be on a consistent level we need to ensure all students feel safe and welcome in our environment. School safety is one of the most important areas in creating an environment for our students today. We need to find a fine balance between supporting mental health, physical security, building strong relationships, and setting clear expectations.
I believe we have strong safety measures currently set in place for our schools for any emergency situation that may arise. If we can ensure our students have access to mental health resources, build a sense that they belong, and try to prevent problems before they occur our students will then be able to focus on what they are in school to do and that is to learn.
Student Mental Health
What role should the district play in supporting student mental health, and how would you measure whether it's working?
It is important for our district to support students mentally, socially, and physically while in our schools A way we can measure this is by looking at different data which is graduation rates, attendance, what trends are we seeing, and also seek surveys from our students, families, and all staff.
My goal is to make sure that everyone feels like they belong in our schools.
Enrollment & Facilities Planning
How should the district plan ahead for changing enrollment trends and aging facilities?
When it comes to aging facilities and updates to our facilities our District Operations team makes a long term maintenance plan and continues to evaluate our building and identifies major maintenance needs of all our buildings.
As for enrollment trends our district continues to look at these trends on a regular basis as well. We need to continue to look down the road and plan for 5, 10, 15 plus years down the road when we can. We need to look at the data given and answer questions like do we see growth in one area and decline in another? Enrollment has a huge impact on our district when it comes to staffing, programs, operations, and our budget overall. Being on the finance committee we realize that our district continues to have discussions with housing developments and continues to look at this data to help better understand the future of our district. It is then important as a board to look at this data and understand do we need to plan and make any changes in the future to better support our students?
We need to plan early, use our data, and communicate and be transparent with our community.
Staff Recruitment & Retention
What would you do to help the district recruit and retain quality teachers and staff in a competitive labor market?
We need to build trust with our staff members and need to ensure that they feel like they have a voice and are heard. When it comes to making important decisions we need to ensure they have a say and a voice. We also need to have more consistency in our district when it comes to curriculums, placement of staff, and consistency in our level of support when it comes to mental health. If we add our consistency with the benefits that our district already offers we should be able retain more staff. We already have a great district that our staff and teachers love we just need to continue to ensure they are heard and have a voice.
Campaign Finance
Do you accept campaign contributions from sources other than individuals (e.g. PACs, corporations, party committees)? If so, from whom, and why?
No I don’t accept contributions from anyone.
Personal
What are you most passionate about, and why did you choose to run?
When people ask why I'm running for the Stillwater Area School Board, my answer is simple:
I'm running for the next generation.
As the father of two young children, ages 2 and almost 5, this campaign is personal. My children, like every child in our community, deserve schools that inspire curiosity, encourage growth, and prepare them for a successful future. They deserve safe and welcoming learning environments, dedicated educators, and opportunities to discover their strengths and reach their full potential.
As a parent, I also understand that every student's educational journey is unique. Some students need additional support, specialized services, or individualized resources to thrive, and we have a responsibility to ensure our schools are equipped to meet those needs. I believe we must continue advocating for students with disabilities and special needs while also ensuring our teachers, paraprofessionals, specialists, and support staff have the training, staffing, and resources necessary to help every student succeed.
The decisions our school board makes today will shape the future of our schools for years to come. I want to help ensure those decisions are thoughtful, fiscally responsible, and centered on what matters most: our students. That means supporting strong academics, investing in student success, listening to educators and families, and making sure every child regardless of ability or background has the opportunity to learn, grow, and thrive.
This campaign isn't about the next election. it's about the next generation.
It's about making thoughtful decisions today that strengthen our schools, support our educators, advocate for every learner, and preserve the excellence of Stillwater Area Schools for the students and families who call this community home.
It is safe to say I am passionate about our district, education, and helping build the future.
ISD 834
Amilee Ellis
Protecting Vulnerable Students
Given current federal policy activity affecting immigrant, LGBTQ+, and other vulnerable students, what responsibility does the district have to protect student privacy and safety, including with respect to federal immigration enforcement on or near school property?
I do not think schools are a place for federal agents on a day-to-day basis. Sometimes in extreme circumstances federal agents may be part of the support a local law enforcement agency needs but again only in extreme situations. Immigration on school property is a violation of student's privacy. I know this starts to get political, but I personally know worrying about immigration harassment has caused children to miss school, fear coming and going and cause emotional damage to many children who just worry if one of their friends is going to be taken because they fit some demographic. Its traumatizing to children and wrong.
Equity & Representation
What specific groups of students or families do you believe are currently underrepresented or underserved, whether in achievement outcomes or in the district's decision-making, and what steps would you take to address that?
I feel like all schools have a spectrum of kids that range from gifted and special education to general education students. The general education students are catered to, where the outliers who are not always the majority are not represented or served the best, this is actually what I would hope to change. I feel if we looked at the numbers of kids in the outliers together, they probably make up a larger portion of the student body than was otherwise realized.
Curriculum & Intellectual Freedom
What is your view on how decisions about curriculum content and library materials should be made? When a book or curriculum choice is challenged, who should have final say, and through what process?
There are state and federal regulations that have to be followed but after that, when it comes to the curriculum, teachers should have outlined what will be taught and essentially, it’s the parents place to say this won't work for my child or accept what the teacher prepared. The library, I only think there should be age applications to the books in the elementary school and Middle school, set forth by librarians and media teachers (which our district is currently lacking at the moment), otherwise children should have access to books of all cultural, gender, lgbtq+, and every other diversity available to them always. Book bans make me mad.
Fiscal & Leadership Accountability
What is the board's role in holding the superintendent and district leadership accountable, including on how tax dollars and referendum/levy funds are spent? What specific reporting or oversight would you push for, and how would you evaluate whether leadership is meeting the district's goals?
As the board is directly responsible for the hiring and firing of a superintendent, I believe they have a unique place to hold standards higher and require all funds that are spent are accounted for and used wisely and openly so the community knows the board is staying informed and not letting decisions be made that go against what is best for the students and teachers.
Community Engagement
Some families feel decisions are made before meaningful input is gathered. What changes would you support to ensure the board hears from families, students, and staff before major decisions are finalized?
I would welcome community engagement with the board and teachers to ensure everyone is heard. I feel this is something that needs to be worked on too, and as a board member I would openly offer how decisions are made and what data was examined to determine each decision. I want as many people to be heard as possible so I would encourage community events with board members and staff of schools as well.
School Safety
What is your approach to school safety that balances security needs with maintaining a welcoming, non-punitive environment for students?
If we properly implement the current policies in place for safety we would have a very welcoming environment.
Student Mental Health
What role should the district play in supporting student mental health, and how would you measure whether it's working?
I think the board sets policies that directly reflect how the mental health of students and staff. If the policies keep students feeling safe and heard they will thrive. Actively watching school kids and engaging with the teachers regularly to assure the kids are enjoying learning is a key way to measure if we are supporting their mental health.
Enrollment & Facilities Planning
How should the district plan ahead for changing enrollment trends and aging facilities?
I think we need to focus on the children and their wellbeing in school, kids who enjoy going to school will encourage other kids to want to attend our schools. Parents ultimately decide where their kids attend but if we don’t offer services that will benefit the needs of the special education and gifted kids, we have a bulk of students who are unhappy and parents who feel the pressure to move schools.
The buildings have to be evaluated if the benefits of fixing and maintaining are able to keep up or if new places may be needed. I do not know this specifically yet but it is something I am trying to find out more about and will continue to learn about.
Staff Recruitment & Retention
What would you do to help the district recruit and retain quality teachers and staff in a competitive labor market?
If we have good set curriculum, stable work conditions, lots of support and the kids enjoy the teachers they will want to work for our district. We need to show our commitment to the teachers and the students. Quality teachers are the ones who enjoy teaching and are able to teach kids with different techniques of learning. When a teacher can identify a child's specific skills and teach utilizing those skills, that’s a teacher we need. Identifying and making sure they are recognized is important too.
Campaign Finance
Do you accept campaign contributions from sources other than individuals (e.g. PACs, corporations, party committees)? If so, from whom, and why?
I have not accepted any campaign contributions. I am running for school board and I am pleased to have my kids helping me draw up my yard signs and help make my cards to hand out. We did it all at home. I feel very strongly that any money put towards campaigning could be better spent on the kids.
Personal
What are you most passionate about, and why did you choose to run?
I am passionate about my kids. That’s why I am running for school board even after my kids around out of school I would still want to assure our school system is being run by individuals who thrive and know that children are more than money for the district, they are individuals with specific needs.
I have 5 children, 2 adults who attended Stillwater, one currently in high school, one currently in middle school and one currently in middle school they are unique and utilize different areas of needs within the district and that makes me uniquely aware of different levels of needs throughout the districts.
ISD 834
Jillien Haroldson
Protecting Vulnerable Students
Given current federal policy activity affecting immigrant, LGBTQ+, and other vulnerable students, what responsibility does the district have to protect student privacy and safety, including with respect to federal immigration enforcement on or near school property?
Protecting our students' privacy and their individuality is incredibly important. The students need to know they can trust their educators and their school staff to help them succeed. If a student feels like they cannot be themselves or that they are not safe in a situation they will not open themselves up for learning. Having unsafe spaces causes stress and that stress can be felt by all our learners, this not only affects our learners that feel unsafe but it takes away attention from all our students to address the school safety and stress. Students are children who are learning to be adults, individuals who have the right to privacy and safety. We need to be advocates for them.
Equity & Representation
What specific groups of students or families do you believe are currently underrepresented or underserved, whether in achievement outcomes or in the district's decision-making, and what steps would you take to address that?
There are always students underrepresented or underserved: racial, gender, economical, mental health. I think that decision making should always consider and listen to all sides while making decisions. We should be asking questions, we should be not only considering how our decisions impact people within our schools but know that all our decisions impact families outside of our schools. Our environment that we create in these schools is a reflection of what we want to see in our communities.
Curriculum & Intellectual Freedom
What is your view on how decisions about curriculum content and library materials should be made? When a book or curriculum choice is challenged, who should have final say, and through what process?
This is a great question. I believe as a constituent that parents have a decision over what their kids can and cannot have access to, but as a school board member my role would be providing quality education and learning experiences to our students. When a book or curriculum choice is challenged I think that it should be taken seriously. The district has a set of rules in place to address these current issues. If these rules are not adequate or that people feel they need to be changed, then they should be reviewed, community input should be given and then leadership should take all information given and make the final decision.
Fiscal & Leadership Accountability
What is the board's role in holding the superintendent and district leadership accountable, including on how tax dollars and referendum/levy funds are spent? What specific reporting or oversight would you push for, and how would you evaluate whether leadership is meeting the district's goals?
The board oversees and votes on all funding decisions. They are responsible for holding all district leadership and themselves accountable for the decisions made and ensuring proper execution of those decisions. I am currently in the learning process of how the information is gathered by the school board and who they work with directly on each task. I have access to public information and have heard that the board mainly works with the superintendent throughout all matters instead of heads of departments directly, but I cannot confirm whether that is true or not. If elected, I look forward to being actively involved in looking over all the current information, what they gather as reports, asking questions and making sure the community is aware of all things.
Community Engagement
Some families feel decisions are made before meaningful input is gathered. What changes would you support to ensure the board hears from families, students, and staff before major decisions are finalized?
I would agree with this assessment and it is a major reason as to why I am running. I know that we elect school board members to make these decisions on our behalf, but they should be listening to the community and before any major decisions are made, more outreach needs to be done and our community needs to be heard about their concerns.
School Safety
What is your approach to school safety that balances security needs with maintaining a welcoming, non-punitive environment for students?
I am not sure what the appropriate school safety needs currently should be changed to. I know of the current policy and the fears surrounding school safety. This will be something that I will need to further look into. We do need to protect our students and families, without that support our schools are not safe and nurturing. If they are not safe spaces, then learning cannot happen.
Student Mental Health
What role should the district play in supporting student mental health, and how would you measure whether it's working?
I think the current environment our students are in is causing mental health issues for our students. We want our students to succeed but have been focusing and putting too much importance on the numbers and testing scores. I think we need to understand that to succeed means that we are well rounded individuals who are able to cope with the changing world around them and not only cope--but be active participants in how to continually make it better. We would understand that it is working after working with school staff. Measures we would be looking for are learning abilities, comprehension of the material and continuing to build upon their previous learning. Seeing this means that children are actively participating and they are continuing to develop in their own learning styles and ways. Letting a child learn these ways shows them that they are not failing, they learn in different ways and can succeed just the same.
Enrollment & Facilities Planning
How should the district plan ahead for changing enrollment trends and aging facilities?
I am not sure. I am still learning and educating myself on district finances. I know that there have been improvements each year on some of the aging facilities and that we have created 2 larger schools to address the age of some of our current buildings and their sizes with the new growing neighborhoods. We should always strive to keep this in mind and as well as focusing on current problems, should be looking forward to try to increase funding for district improvements.
Staff Recruitment & Retention
What would you do to help the district recruit and retain quality teachers and staff in a competitive labor market?
Stillwater has an amazing staff and I believe that comes from previous administrations and the quality of the relationship they had. I plan to continue to foster a relationship with the school staff and ensure they are taken care of. Everyone deserves to know how important they are and in terms of our children's education, which is what school board members are elected for, the staff is incredibly important.
Campaign Finance
Do you accept campaign contributions from sources other than individuals (e.g. PACs, corporations, party committees)? If so, from whom, and why?
I do not accept any campaign funds. I, instead, ask people to donate back to their community charities instead.
Personal
What are you most passionate about, and why did you choose to run?
In my personal life, I love gardening and all things outside and in nature. I enjoy my family and going on bike rides with my pups. For the campaign, I feel passionately towards everyone being able to thrive in their own personal goals. I know that excitement in education starts early and that in order to continue to create the amazing individuals leaving our district, we need to have individuals who want to continue to keep an open mind and learn/grow throughout their lives.
ISD 834
Christopher Lauer (incumbent)
Protecting Vulnerable Students
Given current federal policy activity affecting immigrant, LGBTQ+, and other vulnerable students, what responsibility does the district have to protect student privacy and safety, including with respect to federal immigration enforcement on or near school property?
Every student should be able to come to school knowing they are safe, respected, and able to focus on learning. The district has a responsibility to protect student privacy consistent with the law and to make sure that immigration status, family circumstances, disability, or other personal characteristics do not become barriers to a student receiving an education. At the same time, we need to recognize the important role of parents and comply with federal and state law regarding student records and parental rights. The district should have clear protocols for responding to requests from law enforcement, including federal immigration authorities, and those protocols should be reviewed with our attorneys and communicated clearly to staff.
Equity & Representation
What specific groups of students or families do you believe are currently underrepresented or underserved, whether in achievement outcomes or in the district's decision-making, and what steps would you take to address that?
I believe equity means making sure every student has an opportunity to succeed, regardless of their background or circumstances. We should pay particular attention to students who are experiencing achievement gaps, students with disabilities, students learning English, students facing economic challenges, and students who may not have strong advocates navigating the education system. But identifying those gaps is only the beginning. We need to use reliable data to understand where disparities exist, listen directly to students and families, and then direct resources toward programs that actually improve outcomes. I also believe representation matters. The board and administration should create meaningful opportunities for families and students whose voices may not always be heard to participate in district decisions.
Curriculum & Intellectual Freedom
What is your view on how decisions about curriculum content and library materials should be made? When a book or curriculum choice is challenged, who should have final say, and through what process?
Curriculum decisions should be made by educators and administrators through a professional, transparent process guided by state standards, academic evidence, age appropriateness, and the educational needs of our students. The same principle applies to library materials. We should have a clear, consistent process for selecting materials and a fair process for reviewing challenges. I don’t believe individual board members, or political groups, should decide which books students are allowed to read. When a book is challenged, the district should follow its established review process and apply the same standards consistently. The board’s role is to establish policy and hold administration accountable for following that policy.
Fiscal & Leadership Accountability
What is the board's role in holding the superintendent and district leadership accountable, including on how tax dollars and referendum/levy funds are spent? What specific reporting or oversight would you push for, and how would you evaluate whether leadership is meeting the district's goals?
The school board has a fundamental responsibility to be a good steward of taxpayer dollars. That means setting clear expectations for the superintendent, monitoring performance, and making sure the public can understand how their money is being spent. I would support regular, understandable reporting to the board and community on areas such as enrollment, staffing, academic achievement, operating expenditures, capital projects, and referendum or levy-funded initiatives. I also believe accountability requires measurable goals. The superintendent should have the authority to run the district, but the board must provide meaningful oversight. Trust doesn’t eliminate accountability.
Community Engagement
Some families feel decisions are made before meaningful input is gathered. What changes would you support to ensure the board hears from families, students, and staff before major decisions are finalized?
I believe the board needs to listen before making major decisions, not simply explain decisions after they have already been made. For significant issues, I would support a process that includes early communication, opportunities for families and staff to provide input, public forums when appropriate, and clear explanations of how that feedback influenced the final decision. Listening doesn’t mean everyone will get what they want. That’s not realistic in public education. But people should be able to say, “The board heard me, considered my concerns, and explained why it made the decision it did.” Good governance isn’t about avoiding disagreement. It’s about making decisions transparently and respectfully after listening to the community.
School Safety
What is your approach to school safety that balances security needs with maintaining a welcoming, non-punitive environment for students?
School safety must be both physical and emotional. We need secure buildings, appropriate visitor procedures, emergency preparedness, trained staff, and strong relationships with local law enforcement and first responders. But I don’t believe the answer is turning schools into punitive or intimidating environments. Students need to know that adults are there to protect them, not simply to discipline them. That means combining reasonable security measures with prevention, relationship-building, behavioral support, and early intervention. My goal would be simple: schools where students are safe enough to learn and welcomed enough to belong.
Student Mental Health
What role should the district play in supporting student mental health, and how would you measure whether it's working?
Schools can’t solve every mental-health challenge facing children and families, but they absolutely have an important role to play. The district should provide appropriate counselors, social workers, psychologists, and partnerships with community providers, while making sure teachers aren’t expected to become mental-health professionals. Most importantly, we should measure whether these investments are helping students. That means looking at things such as attendance, disciplinary incidents, student engagement, access to counseling, referrals, and student and family feedback. We should also look for evidence that interventions are improving academic and behavioral outcomes.
Enrollment & Facilities Planning
How should the district plan ahead for changing enrollment trends and aging facilities?
This is an especially important issue for our district because we have communities experiencing growth while some of our existing facilities are aging. The board needs to plan several years ahead rather than reacting when classrooms become overcrowded or buildings need major repairs. That means regularly updating enrollment projections, monitoring housing development, maintaining a long-term facilities plan, and prioritizing capital needs based on safety, educational needs, capacity, and cost. When new construction is necessary, we also have a responsibility to taxpayers to make sure projects are appropriately scoped, competitively bid, and carefully managed.
Staff Recruitment & Retention
What would you do to help the district recruit and retain quality teachers and staff in a competitive labor market?
The quality of a school district ultimately depends on the quality of the people working in it. We need to remain competitive in compensation and benefits, but retention is about more than salary. Teachers and staff want to work in a district where they are respected, supported, and given the resources and time necessary to do their jobs well. I would focus on reducing unnecessary administrative burdens, supporting strong building leadership, providing meaningful professional development, and listening to employees about what is helping or getting in the way of their work. We also need to be realistic about the financial environment. We can’t promise everything to everyone. Our goal should be to make Stillwater Area Public Schools a place where talented people want to come, want to stay, and can do their best work for students.
Campaign Finance
Do you accept campaign contributions from sources other than individuals (e.g. PACs, corporations, party committees)? If so, from whom, and why?
I have chosen not to accept any campaign contributions for this election.
Personal
What are you most passionate about, and why did you choose to run?
What I’m most passionate about is making a difference in the lives of our kids. That’s really why I ran for the School Board in the first place, and it’s why I’m running again. Serving on the board has given me a much deeper appreciation for the responsibility we have to students, families, educators, and taxpayers. I’ve learned that these decisions are rarely easy, but they matter enormously.
ISD 834
Alison Sherman (incumbent)
Protecting Vulnerable Students
Given current federal policy activity affecting immigrant, LGBTQ+, and other vulnerable students, what responsibility does the district have to protect student privacy and safety, including with respect to federal immigration enforcement on or near school property?
The district has a responsibility to follow all state and federal laws while taking student safety, privacy, and well-being very seriously.
One of our district’s strategic plan priorities is to create a safe, welcoming, and inclusive environment for all students and staff. As a school board member who has served for three years on the Board’s Policy Committee, I have worked with my fellow board members and district staff to establish policies supporting these priorities, and staff have implemented procedures including behavior expectations and identity-harm protocols.
When issues involving federal immigration enforcement arise, the district should follow legal requirements and established procedures while fully protecting student privacy and safety allowed by law. Every student should feel safe coming to school and can learn and thrive.
Equity & Representation
What specific groups of students or families do you believe are currently underrepresented or underserved, whether in achievement outcomes or in the district's decision-making, and what steps would you take to address that?
We know that some families, particularly those who do not speak English as their primary language, can face barriers to participating in the district’s engagement processes. The district has invested in language translation services to improve communication and ensure more families can access information, engage with staff, and share their perspectives as a part of district decision making.
Beyond language, students benefit from seeing themselves represented in the adults who support and educate them. A few years ago, the district implemented Family and Community Engagement Specialists who serve as a connection between students, families, and the district, helping increase awareness and participation while supporting students’ academic and social growth.
We also know that achievement gaps continue to exist among some racial and socioeconomic groups. As a Board member, I have prioritized investing in new curriculum and professional development to improve student achievement. From 2021 to 2025, MCA proficiency increased from 53.4% to 58.2% in math and from 56.2% to 61.0% in reading, with 2025 representing the district’s highest proficiency rates in both subjects during that five-year period.
If reelected, I would continue to support efforts that remove barriers to engagement and improve student outcomes and well-being, while using achievement data, growth measures, and available resources to evaluate whether our investments and strategies are making a difference.
Curriculum & Intellectual Freedom
What is your view on how decisions about curriculum content and library materials should be made? When a book or curriculum choice is challenged, who should have final say, and through what process?
The School Board’s responsibility is to establish and maintain clear, legally compliant policies that guide how curriculum and library resources are selected and reviewed. When I joined the Board, our policy library was significantly outdated and inadequate. Updating those policies has been an important long-term focus of my time as a school board member.
Our policies were developed and updated with input from educators, curriculum experts, administrators, media center staff, appropriate legal counsel, and community members. As a Board member, our responsibility includes continually reviewing these policies to ensure they remain current and provide clear expectations for staff responsible for implementing the policies and related procedures.
For individual curriculum and library material decisions, those decisions should be made in accordance with policies and by the staff and administrators with the appropriate education and expertise. When a material is challenged, the established review process should be followed, with decisions based on the policy and educational standards rather than political pressure or individual preference. If a matter ultimately comes before the School Board under the policy, the Board should make that decision within the established process and applicable law.
Our district’s policies specifically outline these processes:
Curriculum selection:
606 Policy: Selection and Review of Instructional Resources | Individual Policy
Library materials selection:
606.5 Policy: Library Materials | Individual Policy
Fiscal & Leadership Accountability
What is the board's role in holding the superintendent and district leadership accountable, including on how tax dollars and referendum/levy funds are spent? What specific reporting or oversight would you push for, and how would you evaluate whether leadership is meeting the district's goals?
The School Board, collectively, hires, evaluates, and holds accountable one employee - the Superintendent. The best way to differentiate between the School Board and Superintendent is that the Board establishes the “what” and the Superintendent determines the “how.” The Board establishes the budget and strategic priorities, while the Superintendent and district administration manage resources and operations within those priorities. It’s a collaborative but distinct process because a governance board is not responsible for the day-to-day management of the school district.
The Board holds the Superintendent accountable through regular public meetings, committee work, ongoing financial reporting, independent annual audit, and an annual performance evaluation based on established job responsibilities.
Financial reporting should clearly show how taxpayer and referendum/levy dollars are being used and connect spending decisions to the district’s strategic priorities and student outcomes. It’s important to educate and engage our community around district finances and how public schools are funded. At the end of the last school year, the Board established a Community Financial Advisory Group to create an ongoing dialogue around the district’s financial position and decisions. Transparency is not simply sharing financial information; it’s helping our community understand it.
As a Board member, I would continue to ask questions, advocate legislatively for adequate funding, review financial and student achievement data, and evaluate whether district investments are producing the intended results. Accountability also means being willing to change course when results are not achieved. We have a responsibility to use limited public resources wisely and adjust when the evidence tells us our strategies are not working.
Community Engagement
Some families feel decisions are made before meaningful input is gathered. What changes would you support to ensure the board hears from families, students, and staff before major decisions are finalized?
During my time on the Board, it’s been a priority to include stakeholder feedback in the work we do. We’ve created multiple opportunities for staff, students, families, and community members to provide input, beginning with the development of our district’s strategic plan, which included broad stakeholder participation and now guides much of the work across the district. For major initiatives, opportunities include public comment, email, conversations with Board members and staff, feedback forms, listening sessions, and advisory committees. I remain open to strengthening these opportunities because our district is stronger when more people are engaged and decision-makers hear diverse perspectives.
At the same time, the voices and needs of those who do not participate in optional feedback processes must also be considered. Those who attend meetings, respond to feedback forms, or contact Board members are not necessarily representative of the entire district. The Board has a responsibility to consider the broader community, including those who may not have the time, ability, or desire to participate.
I also believe it’s important to distinguish between stakeholder input and the Board’s decision-making responsibility. Stakeholders play an important advisory role, while the Board must consider the full range of factors involved in a decision, including student outcomes, budget, operations, legal requirements, and the long-term interests of the entire district. We can continue to improve by clearly communicating the purpose and role of advisory groups so participants understand how their input is used.
I understand how frustrating it can feel to advocate for a particular outcome and then see the decision go another direction. I have experienced that myself as a community member through conversations with elected officials and service on advisory committees. Being heard does not always mean getting the outcome you advocated for. Meaningful engagement means feedback is genuinely considered and helps inform the decision. Different perspectives can strengthen ideas, improve implementation planning, and anticipate challenges.
My commitment to engagement is also personal. As a community member, I started writing my “What You Need to Know” board meeting summaries to help people better understand the work of the School Board and how decisions are made. I have continued that effort as a board member because I believe an informed and engaged community makes our district stronger.
School Safety
What is your approach to school safety that balances security needs with maintaining a welcoming, non-punitive environment for students?
School safety is one of the heaviest responsibilities of the School Board and district staff. Families entrust us to keep their loved ones safe while also creating a school environment where students feel welcomed, supported, and able to learn.
The district has taken several steps to promote safety. The Board has updated applicable policies, and the district has adopted Standard Response Protocols so staff, students, authorities, and emergency responders use consistent language and procedures during an emergency. Safety drills are conducted in accordance with state requirements, and our anonymous reporting system provides students, families, and staff a way to share concerns and potential threats. School resource officers in our secondary buildings work to build relationships with students, staff, and families while supporting school safety. The voter-approved bond also includes physical safety enhancements at all of our schools.
At the same time, I believe school safety is about more than physical security or responding to threats. A safe school is one where students feel seen, supported, and comfortable asking for help. Clear expectations, strong relationships, mental health and behavioral supports, and having access to trusted adults are all important parts of a comprehensive approach to safety. We need to maintain strong security measures without creating an unnecessarily punitive environment.
There is always more we can do. As a Board member and Chair of the Association of Metropolitan School Districts, I have advocated for our district and public schools at the State Capitol. The Safe Schools Levy has not increased since 2013, despite growing safety, mental health, and behavioral support needs in schools across Minnesota. I will continue advocating for adequate state funding so our district and others have the resources to address both physical safety and the broader mental health and behavioral needs of students.
Student Mental Health
What role should the district play in supporting student mental health, and how would you measure whether it's working?
I understand why communities look to schools to support students beyond academics. Students spend a significant portion of their day at school, and schools are often in a unique position to recognize when a student is struggling and connect them and their families with appropriate support.
I believe schools have an important role in creating a safe and supportive environment, providing appropriate school-based mental health and behavioral supports, and connecting students and families with additional resources. Our schools know that the needs are growing and that more support is needed. The challenge is that schools are not funded or structured to meet the full range of mental health needs students may have. When schools are asked to take on responsibilities without adequate resources, we risk not being able to address legitimate student mental health needs.
Before we can fairly measure the effectiveness of our approach, I believe we need to have a broader conversation at the state level about the role schools should play in addressing student mental health and provide the funding necessary to train and employ the professionals needed to do that work well. Our district is doing the best it can with the resources available, but I do not believe what we have today is adequate to meet the level of need. If the expectation is that schools fill these gaps without adequate funding, local school districts are forced to make do with less-than-ideal supports or turn to local taxpayers for additional operating levy funding.
As a Board member and Chair of the Association of Metropolitan School Districts, I would continue to advocate at the State Capitol for a thoughtful review of the role schools are being asked to play in student mental health and for the resources necessary to support that responsibility. Schools should be able to focus on educating students while also having the resources and trained professionals necessary to support their well-being.
Enrollment & Facilities Planning
How should the district plan ahead for changing enrollment trends and aging facilities?
The district recently passed a voter-approved bond that addressed many of our most pressing facility needs. The bond includes replacing two century-old schools with modern learning facilities and additional space to accommodate projected growth. It also added space at Oak-Land Middle School and included safety and security upgrades at all of our schools. In addition, the district maintains a ten-year facility plan to identify and prioritize building needs across our district.
Accurately planning for enrollment requires reliable data. The best way to monitor enrollment trends and plan is to work with an outside demography firm that has the tools and resources to analyze historical and current enrollment and project future trends. These studies are typically conducted every three to five years, and the district has discussed the need for another study soon. In between studies, staff work closely with local communities to monitor projected growth and reviews current enrollment data.
Enrollment is also an important area of focus as we navigate significant budget challenges. Districts across Minnesota are facing difficult financial decisions due to budget shortfalls, and while reducing expenses is necessary, those decisions are difficult. As a Board Director, I am focused not only on responsible budgeting, but also on strategies that can strengthen enrollment and help improve the district’s financial position through enrollment growth over time.
District staff are actively working on strategies to improve our student capture rate and make our district an attractive choice for families. We have strengthened and streamlined enrollment processes and created a Welcome Center to help families navigate the enrollment process. We are also expanding programming in areas families are asking for, including online course options, expanded career exploration and readiness opportunities, and additional college-level courses in our schools, including an opportunity for students to earn an Associate of Arts degree. Other efforts include expanding programs such as the district’s Spanish dual immersion program, making significant investments in curriculum and professional development, expanding early childhood programming opportunities, and following up with families who leave the district to better understand their reasons and identify areas where improvements may be needed.
Good facilities and enrollment planning means preparing for both the physical needs of our buildings and the changing needs of the students and families we serve. If reelected, I would continue to support using reliable enrollment data, maintaining a long-term facilities plan, and investing strategically in programs and opportunities designed to strengthen our district and serve the needs of our community.
Staff Recruitment & Retention
What would you do to help the district recruit and retain quality teachers and staff in a competitive labor market?
I’m proud of my service on the Board around recruiting and retaining quality teachers and staff. Our district offers excellent compensation and benefits, and our teacher compensation is among the highest in the state. This has helped our district remain highly competitive in recruiting and retaining teachers, and we have not experienced the teacher staffing shortages facing many districts.
Our staffing challenges are concentrated in other critical employee groups, including paraprofessionals, custodians, food service, childcare, and other valued student support positions. These positions face a highly competitive job market and have experienced greater turnover. The Board has worked with district staff to analyze compensation for these groups and make responsible adjustments to bring them to a more competitive level.
We also need to assess the impact of recent state legislation affecting paid leave and unemployment insurance and work with legislators to help them understand the financial and staffing impacts of those changes. There is ongoing work to be done in recruiting and retention, and I remain committed to working with staff to ensure that work continues.
Campaign Finance
Do you accept campaign contributions from sources other than individuals (e.g. PACs, corporations, party committees)? If so, from whom, and why?
I am not fundraising privately through individuals, corporations, PACs, or Party Committees.
Personal
What are you most passionate about, and why did you choose to run?
I’m seeking re-election because I remain passionate about serving our community and committed to improving our great school district. I believe strong public schools positively impact our communities, and I care deeply about the opportunities we provide for every student.
When I first ran for the School Board, our district experienced a significant period of instability. I believed our students, families, and staff needed stability, thoughtful planning, and a clear focus on the future. Over the past six years, I’ve worked to provide that stability while continuing to move our district forward during challenging times for public education. Stability does not mean standing still. It creates the foundation for thoughtful investments, meaningful improvements, and a continued focus on student success. I’m proud of my record of service.
I’ve continued to grow in my understanding of school finance, governance, and the complex decisions that come before a School Board. Through my service on the ISD 834 Board and as Chair of the Association of Metropolitan School Districts (AMSD), I have also gained a deeper understanding of the importance of legislative advocacy and how state policy and funding decisions affect our local schools. I am passionate about using my role at AMSD to advocate for our district.
School Board leadership requires balancing academic achievement, student well-being, and opportunities for learners with financial responsibility, operational realities, community expectations, and long-term sustainability. It also means listening to different perspectives and making decisions based on what is best for the entire district.
I’m passionate about helping people understand those decisions. Throughout my service, I have worked to provide accessible information, including my Board meeting summaries, and to listen to different perspectives. Even when people disagree with a decision, they deserve clear information about how it was made and the reasoning behind it.
Ultimately, I’m running because I care deeply about this community and want to give back to a school community that has given so much to my own family. My experience, continued willingness to learn, and commitment to thoughtful leadership allow me to continue contributing to our students, families, staff, and entire district.
ISD 834
Elizabeth Taylor-Schiro
Protecting Vulnerable Students
Given current federal policy activity affecting immigrant, LGBTQ+, and other vulnerable students, what responsibility does the district have to protect student privacy and safety, including with respect to federal immigration enforcement on or near school property?
While there are federal and state policies and laws that the district must abide by, our students - all of our students, and especially those most vulnerable to harmful policies - should remain our priority. I believe that the board, and district as a whole, has an obligation to work with our legal and policy partners to determine how we follow required policy and law while flexing where we can to protect student and family privacy and safety. I believe that the district and board also has a responsibility to strengthen protections for those who are supporting our students and families amidst attacks on student privacy and safety. This is not limited to the physical privacy and safety of students and their support systems, but should be inclusive of psychological, spiritual, cultural, environmental, and health privacy and safety as well.
Equity & Representation
What specific groups of students or families do you believe are currently underrepresented or underserved, whether in achievement outcomes or in the district's decision-making, and what steps would you take to address that?
I have not had the opportunity to be a part of the district’s decision-making processes to have a comprehensive grasp on which groups of students and families are underrepresented; however, the most recent state and federal data illustrates persistent achievement gaps between students of color and Indigenous students and their white peers, as well as disproportionate challenges related to mental health, physical safety, and belonging from both peers and adults for students of color, Indigenous students, and LGBTQ students.
The experiences of these populations need to be a part of how we think about school culture and how we design the policies, programs, and initiatives that shape it. As a school board member, a priority for me would be to build strong school board processes that listens to, partners with, and meaningfully engages these groups of students and families.
Curriculum & Intellectual Freedom
What is your view on how decisions about curriculum content and library materials should be made? When a book or curriculum choice is challenged, who should have final say, and through what process?
Like all district decisions, while the school board should have the final say, there should be meaningful opportunities for students, families, educators, staff, administration, and community to understand the options and concerns, contribute their perspectives, ask questions, see the information and evidence being considered, and understand how their input helped shape the decision - whether or not the decision was in their favor. Policies, programs, budgets, and systems should be informed by as many community voices as possible and should reflect the broad diversity of students, families, educators, and staff within our district. That does not mean every individual perspective can determine every decision, nor does it mean consensus will always be possible. The board has a responsibility to listen broadly, seek out voices that may not otherwise be heard, use evidence responsibly, and be transparent about how we move from community input to decision-making.
Fiscal & Leadership Accountability
What is the board's role in holding the superintendent and district leadership accountable, including on how tax dollars and referendum/levy funds are spent? What specific reporting or oversight would you push for, and how would you evaluate whether leadership is meeting the district's goals?
Within the school governance structure, the superintendent is responsible for implementing the policies, programs, staffing decisions, and budgetary priorities established by the school board. As such, the board has a responsibility to establish meaningful accountability and progress-monitoring mechanisms to ensure implementation remains aligned with board direction and reflects the input and priorities developed in collaboration with students, families, educators, staff, administrators, unions, and other community partners.
At a minimum, this should include regular—at least monthly or quarterly—reporting from the superintendent to the board; clear implementation plans with defined goals, measures, and timelines; ongoing evaluation of implementation; and an annual progress review to assess outcomes and inform strategic priorities moving forward.
Accountability should be about ensuring that the direction set by the board is being carried out effectively, that progress is measured transparently, and that we are willing to learn, adjust, and course-correct when the evidence tells us we need to. Ultimately, strong governance requires both clear direction and consistent follow-through.
Community Engagement
Some families feel decisions are made before meaningful input is gathered. What changes would you support to ensure the board hears from families, students, and staff before major decisions are finalized?
As I share in my campaign materials, I aim to lead to love, partnership, and transparency, grounded in trust, accountability, and data. To me, these values are deeply interconnected - and they all begin with listening. We need to build trust with families and other partners in our district, but listening alone is not enough to build trust. Trust is build through timely communication, transparency, consistency, and follow-through. I would like to build school board processes that uplift these components of trust-building.
While there will always be circumstances where a decision needs to be made quickly, whenever feasible, I believe the school board should engage those who will be affected before a decision is made. That means creating meaningful opportunities to share perspectives, asking questions, understanding concerns, and considering what we hear as a part of the decision-making process.
It also means communicating clearly about how decisions are made, translating complex processes and information so they are accessible, and following up afterward to explain what was decided, why it was decided, and what happens next.
School Safety
What is your approach to school safety that balances security needs with maintaining a welcoming, non-punitive environment for students?
My leadership is grounded in a universal design lens, which is an upstream approach that intentionally designs policies, programs, processes, and environments to work well for the greatest number of people from the outset by considering the experiences and needs of the students and families most likely to be impacted - during the design process, rather than trying to address inequities after the fact. When we take a preventative approach and design with - and not simply for - the students and families who may be most impacted, we create stronger systems for everyone. This is ultimately about creating schools where every student - regardless of their identity - can be safe, healthy, known, and has the ability to thrive. Which means our commitment to student safety and wellbeing is reflected not only in what we say, but in how we design and make decisions. If we can build a culture around safety and inclusion, we are less likely to resort to punitive and intimidating methods.
Student Mental Health
What role should the district play in supporting student mental health, and how would you measure whether it's working?
Students are the reason we do this work, and addressing the growing challenges related to student mental health and wellbeing must remain a priority for the school board and partners. We are seeing increasing evidence of the connection between mental health, wellbeing, and student outcomes. While college, career, and civic readiness are important outcomes, students annoy fully learn, thrive, or reach those goals if they do not feel safe, supported, and well. Supporting students academically cannot be separated from supporting their ability to build positive relationships and support systems, develop strong regulation and coping strategies, and navigate complex social and personal challenges.
I would like to gain a more comprehensive understanding of what we are currently tracking and measuring when it comes to student outcomes and experience. Then I would like to work collaboratively with other board members, administration, teachers, staff, students, and families to determine together what success looks like in terms of mental health and wellbeing, then decide together how we will measure it using different types of data and data collection methods. Numbers data can help us see where there are disparities or gaps, but the numbers alone do not tell the whole story. I would pair quantitative data with direct student and family experiences to better understand what is happening, why it is happening, and what we can do differently.
Enrollment & Facilities Planning
How should the district plan ahead for changing enrollment trends and aging facilities?
The district has started to implement some sound strategies that plan for increased enrollment trends and aging facilities through the development of the two new elementary schools that accommodate for increased enrollment in the years ahead, as well as updates to other school buildings in the district. Amidst a turbulent political and economic landscape, it can be difficult to predict future needs, apart from what our current context, budget, and community needs reflect. I believe good financial stewardship requires more than balancing a budget. It requires understanding the needs and realities across the system, using data thoughtfully, being transparent about difficult choices, and working collaboratively to identify sustainable solutions.
Staff Recruitment & Retention
What would you do to help the district recruit and retain quality teachers and staff in a competitive labor market?
As far as teachers go, according to state data from the Minnesota Professional Educator Licensing and Standards Board for the 2024-25 school year, the Stillwater Area Public School District has the second highest average licensed teacher salary in the state. While this is a huge draw for teachers, this is only one contributor of successful recruitment and retention rates. Teachers and staff also deserve a competitive benefits package (including ample sick and personal time off), workplace protections and safety (including physical, psychological, cultural, spiritual, environmental, and health safety), and other supports to to thrive professionally (professional development opportunities, mentorship, and reasonable workloads). As a school board member, I would work with our teachers, staff, union leadership, other board members, and administration to determine where we have capacity to implement stronger recruitment and retention initiatives, as well as move advocacy initiatives forward.
Campaign Finance
Do you accept campaign contributions from sources other than individuals (e.g. PACs, corporations, party committees)? If so, from whom, and why?
I did accept a campaign contribution through endorsement by the Minnesota Association of Professional Employees (MAPE).
Personal
What are you most passionate about, and why did you choose to run?
I am passionate about serving in public service roles and helping systems and individuals to thrive. Throughout my education and career, I have worked across community nonprofit, research and evaluation, birth work, and state government. I currently work in state government in project and program management for maternal and child health programs, and I teach graduate level public health students at the University of Minnesota. I hae also served in numerous volunteer, leadership, board, and committee roles at both the local and national levels.
All of these experiences have contributed to why I am motivated to run for the Stillwater Area School Board now. I have known for several years that serving on the school board was something I wanted to pursue, but I intentionally waited until I had the capacity to make the commitment - not only for myself, but for my family. If elected, I want to be able to give this role the time, energy, and attention it and our district deserves.
Additionally, people are losing trust in our public schools and districts are operating in siloes. I believe we need to continue to work toward building trusting relationships, and that authentic engagement and trust building is not simply about inviting people to the table; it is about ensuring their voices are heard, valued, and reflected in the decisions we make. I want to help create school board processes that are transparent, inclusive, and accessible - and that make people feel invited into the work rather than simply informed of the outcome.