05/15/2025
I had to attend the candidate forum remotely today due to work obligations. Thank you to Lisa Farquharson for accommodating my remote attendance.
Here is a list of answers I prepared for the questions asked.
North Wasco County School District #21 School Board Candidate Responses (Zone 4)
1. Motivation and Qualifications
I’ve been on the fence about moving away from The Dalles. I had a choice: go find a better place — or stay and fight for a better community. I chose to stay. I’m running for school board because I believe every child deserves a clear path to success — not just promises, but results. As a parent, a community volunteer, and a military officer, I bring leadership experience, accountability, and a mission-driven mindset. I’ve coached youth sports, taught Sunday school, and led soldiers. I understand structure, discipline, and the importance of believing in our young people. I want to help build a school system worth staying for.
2. Vision for Student Success
Student success means preparing our kids to thrive — whether that’s in college, a career, or service. That means mastering the basics: reading, math, critical thinking, and respect for themselves and others. I support evidence-based instruction, clear performance benchmarks, and teacher support systems to help every student grow — especially those falling behind. Just as important, we need to engage parents. Informed and involved parents are one of the strongest predictors of student success. Schools should welcome parent participation and provide clear, consistent communication to support learning at home and in the classroom.
3. Addressing Key Challenges
We are facing serious budget constraints, inconsistent academic performance, and a need for stronger structure and accountability in our schools. At the same time, we cannot overlook the importance of staff morale. Teachers and staff are on the front lines, and when they feel supported, respected, and equipped to succeed, students benefit. I will advocate for smarter, more efficient use of resources — prioritizing what directly impacts classrooms and empowers educators. We need transparency in spending, a renewed focus on academic fundamentals, and clear performance goals for each school. Underperforming schools like Colonel Wright and Chenoweth need focused attention, and if traditional approaches aren’t working, we should be open to innovative models, including charter partnerships. If we want different outcomes, we need to be willing to lead with different solutions — and that includes restoring pride and purpose among our educators.
4. Firsthand Engagement
I’ve volunteered in classrooms, most recently with 5th-grade science stations at Dry Hollow, where I also introduced students to concepts in artillery and industrial 3D printing. These experiences gave me a chance to see the energy in our schools and the curiosity in our students. Since then, I’ve been invited into other classrooms, and I plan to return to help middle schoolers understand real-world applications of math — to show them why being proficient matters. These visits have strengthened my belief that schools thrive when adults set high standards and kids are challenged to meet them.
5. Community Engagement
I believe in direct, honest communication. I’m already active in the community and will continue listening through school visits, social media updates, and open forums. I want to hear from families, teachers, and taxpayers — because they are the ones we serve.
6. Equity and Inclusion
Equity means giving every student — regardless of background — a real chance to succeed. That doesn’t mean lowering standards; it means removing barriers and providing the right support to meet them. Education is one of the most powerful tools we have to break cycles of generational poverty, but it can’t happen in isolation. We need strong partnerships with parents and community members to support our students both inside and outside the classroom. When families are engaged and expectations are clear, students rise to meet them. And when we raise the bar in education, we raise the bar for the entire community. That’s why I support high standards, early interventions, and a culture where every student is challenged, supported, and encouraged to build a better future.
7. Fiscal Responsibility
My approach to fiscal responsibility starts with prioritizing the classroom and making sure our dollars directly support student learning. We must evaluate every program and expense for effectiveness. Borrowing money should be a last resort — it creates long-term obligations and compounds future budget challenges. That said, it may be a necessary tool when faced with critical infrastructure needs or one-time opportunities that could significantly benefit students. But any borrowing must be tied to clear outcomes and a plan for repayment. In tight budget conditions, efficiency, transparency, and tough prioritization are key — and I’m committed to ensuring our financial decisions reflect those values.
8. Accountability and Transparency
I believe transparency and accountability are the foundation of public trust. As a board member, I’ll support clear communication, regular reporting, and tools that make it easier for the community to understand how decisions are being made. Dashboards are one example — they help track progress, flag issues early, and drive informed decisions. This approach is proven to work in both military and civilian settings. When we make our goals and data visible, we create a culture of results. I want the public to see not just where we are, but where we’re headed — and whether we’re on track to get there.
9. Collaboration with the Superintendent
One concern I’ve heard from the community is the perception that the superintendent is leading the school board, rather than the other way around. We need to correct that. The superintendent is accountable to the board — not the other way around. It’s the board’s responsibility to set clear policy, establish direction, and provide the purpose and motivation needed to drive student success. That said, a productive relationship is essential. I believe in respectful, mission-focused collaboration, where the board sets the vision and expectations, and the superintendent executes that vision with clarity and accountability. When each role is aligned and respected, the whole system works better for our students.
10. Legacy Question
I’m not particularly concerned with leaving a legacy. What matters to me is doing the job well, holding myself to a high standard, and helping others rise to meet theirs. I have high expectations — for myself, for our schools, and for our community. If people look back and say that we raised the bar, restored trust, and put students first, that’s enough for me. It’s not about recognition — it’s about results. And that’s what I’m here to deliver.
