My Vision

Prioritizing the Overall Health and Success of Woodland Park School District

Our mountain community deserves a school district that brings us together around our shared values: excellence in education, fiscal responsibility, care for this community and preparing our kids for bright futures. I'm committed to rebuilding trust and fostering stability through transparent governance, meaningful community engagement, and unwavering focus on student success.

I believe that in order for the district to best serve our kids and community, the Board of Education should value the overall health and success of the district through a dashboard of comprehensive and holistic Key Performance Indicators to prioritize areas in need of critical support and develop a strategic plan with that will guide and support the district for the next 5-10 years.

These categories are Academic Achievement, Family & Community Engagement, Enrollment, Operational Excellence, Student Engagement, Teacher Support & Retention and Post-Graduation Success.

As a school board representative for Woodland Park School District, I will work diligently with the Board of Education, the superintendent, district staff, teachers and parents in a collaborative team effort to take on our toughest challenges and develop a visionary strategic plan supported by fiscally responsible, common sense policy governance and a strong, positive district culture. Our schools are the heart of our community, and education thrives when built on true partnership between families, schools, and neighbors. Our students should graduate as confident, capable citizens ready to pursue their dreams—whether that's higher education, skilled trades, entrepreneurship, or service to our nation.

Academic Achievement

Building on Our Success with Strategic Focus

Our district has proven its resilience with nearly 10% increases in both Math and English Language Arts scores, surpassing state averages in both subjects. Woodland Park High School improved from an Improvement Plan rating to a Performance Plan rating, and Merit Academy outperformed Colorado state averages in both ELA and Math.

Key Metrics:

  • Standardized test proficiency rates (percentage meeting/exceeding state standards)

  • Year-over-year student growth percentiles and progress against CDE Unified Improvement Plans

  • 4-year graduation rates

  • College readiness benchmarks on ACT/SAT

  • Advanced coursework completion (AP, IB, dual enrollment)

  • Career certification attainment rates

My Commitment:

  • Support district leadership, building administration, teachers and staff to achieve ambitious academic goals measured by the district’s School Performance Framework & Unified Improvement Plans (UIP)

  • Explore opportunities to introduce robust business education offerings to the Career & Technical Education coursework at our secondary campus and expand on Panther Enterprises to give students real-world small business experience and mentorship opportunities with local business owners

  • Encourage thorough analysis and evaluation to ensure the use of proven curriculum and teaching methods that prepare students to be college or career-ready while helping develop young citizens with strong character that care about giving back to our community and our nation

Family And Community Engagement

Rebuilding Trust Through Authentic Engagement and Partnerships

Strong schools require strong family and community partnerships. I'm committed to open, collaborative leadership and transparent communication that can help heal our community divisions through meaningful engagement opportunities and collecting feedback on topics that are most important to the district.

Key Metrics:

  • Parent, student, teachers, staff and community member satisfaction survey results

  • Community meeting and event participation

  • Parent-teacher conference attendance rates

  • Communication effectiveness (open rates, response rates)

  • Education ballot measure support rates

  • Qualitative feedback from local leaders including city and county officials, local business owners, and nonprofit leaders

  • Community use of school facilities and programs, school involvement in community programs, events and initiatives

My Commitment

  • Emphasize the need to measure success and progress through regular stakeholder (parents, students, teachers, staff and community members) surveys as outlined in current board governance policies

  • Encourage district leadership to request dedicated feedback from stakeholders on any major proposed changes to school or district operations

  • Help ensure that all district families feel represented, valued and heard

  • Advocate to restore monthly board work sessions at district schools and rebuild collaborative relationships with city and county leaders, local businesses and nonprofit organizations

  • Encourage the board to host regular town halls and community forums where families and community members are welcome

  • Support education-related ballot measures through clear, honest communication about district needs

As a board candidate, I whole-heartedly support a return to board governance policy outlining Executive Expectations (EE) of the Superintendent, specifically EE-6 on Community Relations:

WPSD Board of Education Executive Expectations Policy EE-6

Community Relations

School districts and their communities share the common goal of creating a safe, welcoming, and supportive environment for children so they might become productive members of society as adults. The Superintendent shall promote a healthy, two-way approach to communication that can be used as a vehicle to build the trust, confidence, and support that ensures a symbiotic relationship between our community and our District. In this, the Superintendent will:

1. Establish and maintain effective links with the community and key communicators to ensure they are kept informed as to the status of the District, including but not limited to sharing District news early, often, and through as many media as possible.

2. Promote the District’s discernable culture of good will, respect, excellence, and community.

3. Strive to involve the community in early stages of any major change to school operations.

4. Obtain feedback from stakeholders in the community and ensure communication is open, honest, and transparent; provide opportunities for dialogue and dissent.

5. Provide a forum for grievances to be aired and misconceptions to be clarified.

Enrollment

Retaining and Attracting Families Through Excellence and Innovation

Healthy enrollment drives everything that makes our community thrive—from robust programs and competitive sports teams to economic vitality and property values. When families choose Woodland Park School District, they're investing in both their children's futures and our mountain community's prosperity.

Key Metrics:

  • Year-over-year enrollment percentage change, measured against changes in demographics and cost of living

  • Market share (percentage of eligible students choosing WPSD - only 61% for 2024-2025 school year)

  • Entry/exit patterns and family feedback from surveys

  • Specialized program fill rates

  • District reputation and public perception ratings

  • Property value trends in relation to district performance

My Commitment:

  • Help ensure our district families feel valued and supported while exploring ways to attract new families to WPSD

  • Advocate for conducting comprehensive exit surveys to understand family decisions and address specific concerns

  • Explore developing signature programs (ex: business education, outdoor education) that make WPSD the clear choice for families seeking a small mountain community education

  • Restore district reputation through consistent, transparent communication about our academic achievements and financial stewardship

  • Showcase and celebrate our academic achievements and unique opportunities through strategic marketing and community outreach

Operational Excellence

Fiscal Responsibility and Transparent Governance

Our district faces significant fiscal challenges that require strategic planning and transparent decision-making. With the recent loss of city sales tax revenue, we must prioritize every dollar to ensure it serves students while addressing critical operational needs and exploring additional revenue streams. The WPSD Board of Education must develop a robust strategic plan that serves the future of all of our schools and all of our kids.

Key Metrics:

  • Regular analysis, evaluation and prioritization of district goals and needs based on a strategic plan

  • Fund balance as percentage of annual operating budget

  • Per-pupil expenditure compared to similar districts

  • Facilities condition index (FCI) scores

  • Administrative costs as percentage of total budget

My Commitment:

  • Advocate for the development of a 5-10 year strategic plan created with community input to address the unique challenges and opportunities of our district

  • Emphasize the need to conduct transparent facilities assessments and develop realistic maintenance schedules that prioritize student safety and learning environments at all district schools

  • Diligently review and budget presentations and reports to ensure the district maintains healthy fund balances while maximizing classroom impact

  • Encourage the pursuit of federal and state grants specifically for infrastructure and educational innovation to offset local funding gaps

  • Engage the community in budget planning to ensure spending reflects shared priorities and builds support for necessary investments

  • Explore partnerships with local organizations and businesses to supplement district resources

  • Hold district leadership and building administration staff accountable for providing regular, clear financial reporting that builds trust through transparency

Student Engagement

Creating Schools Where Every Student Thrives

Engaged students are successful students. We must create learning environments where all students feel connected, challenged, and supported.

Key Metrics:

  • Average daily attendance percentage

  • Chronic absenteeism rates (students missing 10%+ of school days)

  • Disciplinary rates (suspensions, expulsions, dropout rates)

  • Extracurricular participation rates

  • Student satisfaction survey results

My Commitment

  • Encourage programs and support mechanisms to reduce chronic absenteeism through targeted support and intervention

  • Advocate for the expansion extracurricular opportunities and participation programs through initiatives like an Activity Bus that can transport kids to Divide/Florissant

  • Hold the Superintendent accountable for conduct regular student climate surveys as outlined in Board Governance Policy

  • Support programs that help students develop leadership skills and community connections

Teacher Support and Retention

Investing in Our Greatest Asset

Quality teachers are the foundation of excellent schools, and our educators deserve to feel valued, respected, and supported in their vital work. Teaching is both an art and a science that requires continuous learning, creativity, and dedication. When teachers feel appreciated and empowered, they create the inspiring learning environments where students thrive.

Our district's success depends on attracting and retaining passionate educators who choose to build their careers here. This means creating a workplace culture where teachers feel heard, trusted and celebrated for their contributions to our students and community. We must go beyond competitive compensation to foster an environment where educators feel genuinely valued for the life-changing work they do every day.

Key Metrics:

  • Teacher retention rate (percentage returning each year - nearly 40% of district staff did not return for the 2023-2024 school year, compared to an average of 20-23% statewide)

  • Teacher satisfaction survey results and job satisfaction ratings (Merit Academy was recognized as The Gazette’s 2024 Best Workplaces - let’s achieve this at a district level!)

  • Teacher qualifications (advanced degrees, specialized certifications)

  • Average class sizes and teacher-to-student ratios

  • Professional development hours per teacher annually

My Commitments:

  • Work to improve teacher retention rates through comprehensive support systems that address both professional and personal needs

  • Help build a positive and engaged district climate where teachers feel valued, supported, and trusted as educational professionals

  • Advocate for competitive salaries that reflect the value teachers bring to our community and attract top talent to our mountain district

  • Support district leadership in efforts to provide meaningful professional development aligned with district goals and teacher interests, ensuring educators have voice in their learning

  • Emphasis the opportunity to expand regular recognition programs that celebrate teacher achievements and share success stories with our community

Post-Graduation Success

Preparing Students for Life After High School

Education's true measure isn't just test scores or graduation rates—it's whether our students are genuinely prepared to thrive in whatever path they choose after high school. Whether a graduate pursues a four-year university, community college, trade certification, military service, or immediate employment, they should leave WPSD with the knowledge, skills, and confidence to succeed.

From starting a local business to launching off into space, our alumni are capable of doing incredible things worth celebrating.

Key Metrics:

  • College enrollment percentage of graduates

  • College persistence rate (still enrolled after first year)

  • Employment rate within one year (for career/technical programs)

  • College remediation rates (percentage needing remedial courses)

  • Alumni satisfaction survey results (2-5 years post-graduation)

  • Notable alumni achievements and community contributions

My Commitment:

  • Track and work with district leadership to improve college enrollment and persistence rates for our graduates

  • Explore and present opportunities to expand career and technical education programs with new offerings like business education including coursework in Entrepreneurship, Accounting, Marketing, etc.

  • Advocate for the creation of more pathways for students to earn industry certifications while in high school and gain real world experience and mentorship through an expansion of Panther Enterprises

  • Encourage the district to maintain connections with alumni to support current students and measure our impact

  • Help connect and facilitate more partnerships with local businesses and nonprofits to create seamless transitions from high school to career