Your Vote = A Greener, Safer Future for Our Schools

This election season, your voice has the power to shape what comes next for our children and our communities. Do your school board candidates support clean energy, safe buildings, and responsible spending that protects our kids? The Candidate Stances section is here to help you find out. But knowing where they stand is only the first step.


The next step? Vote. And bring a friend.

RSVP now to join us on Early Vote Day

Join Us for Early Vote Day

We're voting early, together, to show that public school parents, students, and educators care about safer, healthier school buildings, smart, sustainable investments, and strong leadership that puts kids first. Join us on Tuesday, October 28, at the Franklin County Board of Elections.

2025 Columbus City School Board of Education Candidates

STANCES ON OUR ISSUES

Budget and Spending Priorities

Columbus City Schools, like many similar districts, faces significant financial challenges while still needing to provide a high-quality education for every student.

How will you address the district’s financial constraints while ensuring that students—especially vulnerable and high-need students—have the resources and programs they need to succeed, and how will you prioritize spending to ensure teachers have the tools they need to support student success?

  • Stopping students from leaving the District, in part through the creation of a stable Board of Education that creates a sense of trust with families, is a critical component in adressing the District’s financial problems. While we must never stop advocating at the State level, we know it is unlikely that we will get additional financial help from the Statehouse anytime soon. We must improve our financial situation through the growth of students. In the meantime we need to be careful stewards of the District’s dollars and look at every part of the District’s operation.

    While I would not yet consider myself an expert on every aspect of the District’s finances, I can also offer my experience as a response: I have several years of managing large public-sector projects and budgets. My job is working with communities under tight budgetary constraints to make projects and master plans come together. I want to bring that experience to the District.

  • Columbus City Schools is facing real financial pressure, but students—especially those with the greatest needs—should not bear the brunt of those constraints. I will prioritize equity-driven budgeting, ensuring that resources are distributed based on student need, not just evenly. That means more academic support in underfunded schools, more intervention services, and better access to career and college readiness programming.

    I will also advocate for streamlining contracts, investing in programs that show real results, and increasing transparency about how every dollar supports student success. Teachers must have the tools, time, and training to meet students where they are. Investing in classroom resources, professional development, and support staff is not optional—it’s foundational.

  • I will push for increased state and local funding to offset federal cuts, working with policymakers to prioritize public education. I will review our ROI on tax abatements and work with city officials and community leaders to ensure that any new or extended abatements include direct financial benefits for CCS. I will research and seek state emergency relief funds to provide temporary financial support while working on long-term solutions. I will look for assistance from local business and philanthropic organizations to fund programs for high-need students.

    Losing Title I funding would be a serious attack on our children’s ability to thrive. I am committed to collaborating with CCS Board members, finding solutions, securing untapped resources, and ensuring that our highest-need students are not excluded. It's time we get creative, strategic, and relentless in our pursuit of educational equity and opportunities that lead to our students’ success; regardless of the funding challenges.

  • I will address Columbus City Schools’ financial constraints by prioritizing equity, efficiency, and transparency in budget decisions. Funding must be directed toward students with the greatest needs, ensuring resources for special education, mental health services, and classroom support. I will advocate for reducing administrative overhead to invest directly in teachers through competitive wages, professional development, and essential classroom tools. Expanding partnerships with local stakeholders and grant programs will bring additional resources into our schools without increasing financial strain. Additionally, I will push for deeper fiscal transparency and community-driven budget making, ensuring that spending decisions reflect the voices of staff, parents, and students. Smart investments in school facilities and infrastructure, including workforce development opportunities for our students, will ensure that our district spends wisely while strengthening opportunities for all.

  • When it comes to equity within our funding, as board members we have to identify creative solutions that bring the gap of what resources, programs, safety and education look like. I understand that financial constraints are a challenge for the district. In addressing this, my priority would be to work with stakeholders to find innovative solutions, like optimizing existing resources and exploring additional funding opportunities. At the same time, I would ensure that student needs are at the forefront by prioritizing programs that directly benefit their academic and personal growth. Collaboration with community partners and exploring grants or alternative funding sources will be essential in maintaining a high standard of education without compromising on quality.

    For example, the needs of one side of town may differ from another, so as a board member, strategic oversight is crucial, especially when it comes to training and development. Well-trained educators are essential for providing quality resources and support that drive student success. Additionally, supporting vulnerable and high-needs students requires a focus on pathway progression and accessibility. The current structure of how we offer programs and who has access doesn’t fully serve the entire district. We need to assess the community infrastructure, understand how it impacts students of all backgrounds, and create trade or certification pathways that are tailored to each region or feeder school.

  • Addressing financial constraints while ensuring resources for vulnerable and high-need students requires a strategic and balanced approach. Some key steps to consider include:

    1. Prioritizing Equity in Budgeting – Advocate for a needs-based budget that allocates funds where they are most required, ensuring students with higher needs receive adequate support.

    2. Public-Private Partnerships – Collaborate with local businesses, nonprofits, and community organizations to bring in additional resources such as technology, mentorship programs, and after-school support.

    3. Efficiency in Spending – Conduct audits to identify areas where funds can be redirected from administrative overhead to direct student support.

    4. Expanding Cost-Effective Programs – Support initiatives like early intervention programs and digital learning tools that provide high-impact outcomes without excessive costs.

    5. Engaging the Community – Involve parents, teachers, and community stakeholders in budget discussions to ensure transparency and shared decision-making.

Safe Green Schools

At the urging of our organizations, the Safe Green Schools Resolution was recently adopted by the school board, committing the district to be carbon-free by 2050. There are resources, both public and private, to help schools move in a more sustainable direction while also reducing energy costs. For example, transitioning to solar energy would save the districts millions of dollars. Community groups like Safe Green Schools are prepared to offer technical support and advice to support CCS in implementing cost-saving sustainability initiatives, such as solar energy, electric buses, weatherization, and school gardens.

What role do you think schools have in combating climate change, and what benefits do you envision from promoting sustainability and energy efficiency for the district?

How will you work to implement the Safe Green Schools Resolution and its priorities, like installing solar panels and transitioning to other green energy sources for the rdistrict’s buildings?

  • Columbus City Schools can play a huge role in combating climate change in large part due to the simple fact of the size of the organization. The District uses a significant amount of resources/energy, so there are energy efficiency opportunities. They own a significant amount of land, so there’s an opportunity to produce green energy on school grounds and roofs.

    But the most important impact we can have is teaching the next generation by using our buildings as real-life examples of energy efficiency or green energy production. Showing a student that they use and interact with solar panels (for example) on an everyday basis, that it’s within reach… That is how we can make green energy and clean energy real for the next generation. And we also show them that these are real industries they can learn about and participate in “when they grow up.” This is how we advance the change in mindset that is necessary for the next generation to achieve a carbon neutral country.

    If elected, I would (obviously) support the implementation of the Safe Green Schools Resolution.

  • Schools are not separate from the climate crisis—we are part of the solution. Transitioning to solar, upgrading building efficiency, adding school gardens, and modernizing transportation not only saves money, but improves student health and deepens learning.

    I fully support the Safe Green Schools Resolution. I will work with organizations like Safe Green Schools to tap into technical expertise and funding to implement smart, cost-effective green solutions. Sustainability should be integrated into both infrastructure and curriculum so students learn from the world they’re helping to build.

  • As a Columbus City School Board member, I will advocate for policies that reduce the district’s carbon footprint, lower costs, and create a healthier learning environment for students and staff. We will continue to integrate climate education into our curriculum, provide students with the knowledge about sustainability. We should continue to support STEM programs that train students about renewable energy, environmental science and sustainable industries, and green careers. Encouraging student, faculty, and staff engagement with school and community gardens and waste recycling. We will update our facilities with cost-saving lighting and collaborating on efforts to reduce cost spending with cost-saving energy efficient HVAC systems and solar panels.

  • Just as with all other public institutions, our schools have a vital role in combating climate change by adopting sustainable practices, reducing their carbon footprint, and educating on topics of environmental responsibility and sustainability. CCS can lead by example through energy-efficient buildings, expanded recycling programs, and green initiatives like solar power and much more sustainable transportation. Investing in sustainability not only reduces long-term costs, freeing up funds for classrooms and student resources, but also creates healthier learning environments with improved air quality and temperature control. Additionally, integrating environmental education into curricula and hands-on initiatives, such as school gardens and renewable energy projects (many of which already exist), can empower students to become climate-conscious leaders. Through sustainability, CCS can lower utility costs, create green job pathways for students, and ensure a healthier, more resilient future for our community.

    I proudly supported the recent Safe Green Schools Resolution. As a board member, I will champion the success of it by ensuring sustainability remains a priority in the CCS budget and facilities planning. This includes advocating for dedicated funding and grants to support the installation of solar panels and the transition to green energy sources, including in transportation, reducing costs while improving impact. I will push for strong partnerships with local and state organizations and clean energy providers to garner resources, and elicit union labor for sustainable upgrades. Additionally, I will promote transparent and bold progress tracking and accountability measures, ensuring that we follow through on commitments to the community in the process. By prioritizing energy efficiency and green infrastructure, we can reduce expenses while making our entire community healthier.

  • Schools have a vital role in combating climate change by educating students about environmental responsibility and leading by example in sustainability practices. By integrating sustainability into the curriculum, we can inspire the next generation to become mindful stewards of the environment. Additionally, this is an opportunity to engage and build relationships with our city council/ community businesses and local help aid in this promotion. The benefits of this approach extend beyond environmental impact — it encourages students to think critically about global challenges, fosters a sense of responsibility, all while creating a healthier and more sustainable environment for future generations and the city we live in.

    This is a community led initiative, so my first priority would be to help champion and rally communities to be better informed. Ask the community which areas should be part of the phase-out or transition plan to ensure equitable distribution of time and resources is done in a timely manner. Collaboration with community partners and community will be essential. As a board member, we need to promote an effective timeline that provides details to those who could be impacted and share the benefits of the transition. Next ask for help where it is needed and ensure the organizations that partner can maintain the deadline and overall upkeep. Then work with our classified staff to ensure they are well- trained on the timeline and transition. Lastly, hold to our word and complete the installation and transition by the scheduled timeline.

  • Schools play a vital role in combating climate change by integrating sustainability into their operations, curriculum, and community engagement. By promoting sustainability and energy efficiency, CCS can see multiple benefits, including cost savings, educational opportunities, and a healthier environment for students and staff. This is a long-term goal so we will need to be patient as it will take time to reap the benefits of Safe Green Schools. But it is hoped that in the long run money will be saved as well as contributing to positively effecting climate change.

    I would work in collaboration with organizations to assist the board with a strategic plan in implementing these initiatives, especially because it is not our expertise.

LGBTQ+

LGBTQ+ students are an integral part of Columbus City Schools, yet they have faced increasing attacks and challenges in recent years.

How will you work with other board members, school administrators, and the larger community to protect LGBTQ+ students and ensure that CCS is a welcoming place for all students? What specific actions will you take to support teachers who are working to protect LGBTQ+ students?

  • Fighting against the 2004 same-sex marriage bill in Ohio was the start of my political career and set me on a path pursuing progressive causes throughout my adult life. We must protect all of our students, but especially the most vulnerable - including LGBTQ+ students.

    Unfortunately the State of Ohio’s Republican government is actively attacking LGBTQ+ youth. They have put us in a position where we can lose State funding because of our desire to protect these students. It is the responsibility of the Board to come up with creative ways to protect these students without losing funding (which would hurt the same students). I look forward to working to protect LGBTQ+ students in our schools.

  • Every student deserves to feel safe, affirmed, and seen. I will be a vocal advocate for inclusive policies that protect LGBTQ+ students from bullying and discrimination, and I will push to ensure every school is a welcoming place, regardless of a student's identity.

    I’ll support professional development for educators on inclusive practices, ensure Gender and Sexuality Alliances (GSAs) are protected, and push for implementation of district-wide affirming practices—including chosen names, pronouns, and access to facilities. Protecting LGBTQ+ students isn’t just policy—it’s about our values and how we show up for each other.

  • As a Columbus City School board member, I will work collaboratively with other board members, school administrators, teachers, and the community to uphold policies that protect LGBTQ+ students and provide resources for educators. I will advocate for stronger anti-discrimination policies for ALL students from bullying, harassment, and discrimination. I will support and encourage the continual advancement in procedures surrounding enforcement of Title IX to students from gender-based discrimination.

  • As the only openly LGBTQ+ candidate in this election, and a sexual health educator this is personal to me. I’m growing deeply concerned that our district is taking steps back on progress to support LGBTQ+ students in the name of compliance with archaic state laws that seek to attack our LGBTQ+ community. We must make sure that we are focusing on the safety of our youth above all else. As a board member, I will continue to fight for our LGBTQ+ staff, students and family members by consistently lobbying the rest of our government on the importance of protecting students of all identities. I will advocate for policies that safeguard educators who support LGBTQ+ students through inclusive teaching and advocacy, Provide training for teachers on LGBTQ+ inclusion, student mental health, and creating affirming classroom, environments, strengthen access to LGBTQ+ student groups, mental health resources, and community partnerships, and support the integration of LGBTQ+ history, literature, and perspectives into classroom learning

  • Attacks and challenges are across the board. As a board member, I think respect is the operative word. There are many community organizations that can help provide training and development for the entire CCS community to engage in and weigh in on creative pathways comfortable for all.

  • I will advocate for clear policies that explicitly protect LGBTQ+ students from bullying, harassment, and discrimination. I will push for accountability measures to ensure these policies are consistently enforced in every school. It is important to ensure that educators have the tools they need to navigate conversations about identity and inclusion confidently. It will be important to establish regular dialogue with teachers and staff to understand their concerns and needs when it comes to supporting LGBTQ+ students. And finally, we need to provide clear guidelines that empower teachers to create welcoming and affirming classrooms.

    This work requires strong partnerships with students, parents, educators, and community organizations to ensure that CCS remains a safe and affirming district for all. I am committed to listening, learning, and taking meaningful action to uphold the dignity and rights of every student.

Diversity, Equity, and Inclusion (DEI) & the Racial Achievement Gap

Federal and state efforts to roll back DEI policies threaten to worsen existing inequities in education.

  • Diversity: Having a variety of individuals, experiences, and viewpoints.

  • Equity: Everyone having what they need.

  • Inclusion: Making sure everyone has access, no one is left out.

Why do you feel these three things are important for all CCS students? What should CCS do to reduce the racial achievement gap, especially as programs aimed at addressing disparities come under increased scrutiny?

  • I view our district’s diversity as one of its greatest strengths, and it is the reason we send our kids to CCS. I stand behind the district’s initiatives to ensure a culturally competent curriculum, support students overcoming challenges at home, and achieve educational equity for every child.

    I also recognize that a diverse classroom can come with challenges that require a responsive administration. My son’s first grade teacher reported that there are 10 different languages spoken in their class, and that 68% of her 1st grade class are English Language Learners (up from 30% just two years prior when our daughter was in her class), but that she nor the school have received additional supports to handle that jump. This was not necessarily a complaint, but does highlight the difficulty of teaching in such an environment if she doesn’t get enough support. As a School Board member, I would work with the teachers to make sure they have all the tools and support they need to teach every child in their classroom. We also must ensure pay and benefits are competitive to keep our teachers and develop a strong pipeline of new teachers. We should view our teachers as an investment, and provide them with the best training available to support our equity and inclusion goals. And then we must recognize the training and investment we are making in our teachers and do everything in our power to retain them.

  • Diversity, equity, and inclusion are not distractions—they’re the foundation of educational excellence. Our classrooms should reflect the world our students live in, and our systems should be built to lift every learner.

    To reduce the racial achievement gap, I will advocate for:

    — Early intervention and literacy support

    — Access to advanced coursework and college/career pathways

    — A culturally responsive curriculum

    — Hiring and retaining diverse educators

    We must hold the line on DEI work, even as state efforts try to roll it back. Equity is not a trend—it’s a responsibility.

  • Reducing the racial achievement gap in Columbus City Schools (CCS) requires a strategic, data-driven, and equity-focused approach that ensures all students, regardless of background, have access to quality education, resources, and support. As equity-focused programs face increased scrutiny, CCS must focus on proven, student-centered solutions that drive results while demonstrating their impact and necessity.

    I will advocate for a stronger early childhood/PreK education reach across the district. Increasing enrollment numbers and accessibility. This ensures students starting school are ready to learn.

    We will continue and improve upon the targeted approach to close reading gaps. To prevent learning loss over the summer, hold summer learning programs. We will work with parents, caregivers, and community leaders to develop solutions that address educational disparities. I believe it is essential to provide parent education workshops on navigating the school system, teaching them how to advocate for their children, and support their children's learning at home. I will ensure equitable distribution of funds so that schools serving high-need students receive the support they require.

  • These are important for all CCS students because our district is extremely diverse in all ways. Economic, racial, religious, gender, etc. As our district grows and moves forward, we must continue to ensure that we are leveraging our strength in our diversity to uphold an inclusive environment for all. In many ways, the systemic inequities I’m dedicated to fighting against still present themselves in many ways across CCS.

    In order to close this gap, a lasting product of segregation, CCS should hold strong on its programs and projects that address disparities. We must invest in pre-K/early childhood education in all zip codes, ensure equitable resource allocation (which includes staffing, and not just finances and facilities), eliminate discriminatory disciplinary strategies, and do a much better job of strengthening community and family engagement.

  • Similar to question 3 response, DEI is important for all of CCS because of respect and once again, there are organizations who can help navigate CCS in training and development to better support creative pathways for all.

    First, I believe the district to have a centralized approach to understand what we can do as a community as a whole. When it comes to addressing disparities there has to be a multifaceted approach such as equitable resources, data driven decisions and community oversight that focuses on effectiveness and feedback. Additionally, we have to have a culture that fosters representation and responsive methods that support students, teachers, classified staff and administration.

  • Diversity, Equity, and Inclusion (DEI) are essential for all Columbus City School (CCS) students because they create a learning environment where every child—regardless of background, identity, or ability—has the opportunity to succeed. It accomplishes several things:

    • Prepares students for a diverse world

    • Promotes academic success for all students

    • Creates safe and supportive learning environments

    • Addresses systemic barriers (access to opportunities and support systems)

    • Strengthens community and family engagement

    • Upholds CCS’s commitment to excellence

    Reducing the racial achievement gap (or more recently termed the opportunity gap) requires a data-driven, student-centered approach that ensures all students—regardless of race or background—have access to the resources, opportunities, and support they need to succeed. CCS must be strategic in its efforts, focusing on proven, community-supported initiatives that improve student outcomes. While there are a number of different approaches, I will name five.

    • Strengthen Early Childhood Education

    • Use Date to Drive Decision-Making and Accountability

    • Expand Access to Advanced Learning Opportunities

    • Ensure Equitable Access to High-Quality Teachers

    • Address Disparities in Discipline and School Climate

Growing the District & Increasing Enrollment

Columbus is growing rapidly, yet CCS faces student retention challenges, with families choosing charter schools, private schools, or moving to the suburbs. The media portrays CCS in a negative light, which conflicts with many CCS parents' experiences. CCS enrollment is rising, and we have great teachers in our schools. Charter schools put signs outside of West Broad Elementary School after the closure was announced. They actively recruit CCS families, something many of us would like to see CCS do more.

How would you make CCS more attractive to prospective parents, encourage families to keep their children in the district—including those affected by school closures—and support overall district growth?

  • I decided to run for School Board because my children’s school was on the closure list last year, and I witnessed firsthand the damage it caused in our community. Even though in the end the plan was delayed, it resulted in our principal leaving, our beloved secretary left, and my youngest daughter’s pre-k class is only half-full next year (because people do not want to send their kids to a school that might be closed). I believe that the District can do a better job with how we manage that process. That does not mean no school will ever be closed. However we can do a number of things to make sure we conduct District realignment in the right way.

    I believe the CCS School Board should go to work every day believing that a primary component of their role is to recapture our lost students. I do not believe it’s possible that the children of Columbus are being educated better by mostly unaccountable and less qualified charter schools. The way that the State of Ohio has incentivized parents to pull children from public schools, and then punish public schools when those children leave, is shameful and disgusting.

    We can bring these students back in a few different ways:

    — We can create a more stable Board to earn the trust of families.

    — Our job as board members is to be cheerleaders of the district. We need to be promoting the good things that are happening. We need to talk about the good things the district is doing. We need to get momentum back on our side.

    — We need better communication and planning surrounding any realignment. Parents don’t want to send their kids to schools that they think may be closed. We need to stop pulling the rug out from under parents in the district.

    — We must work with the community to create the closure plan (not the other way around), and know when it will happen, where the kids will go, where the teachers and classified employees will go before we sign off on anything.

    — We should offer competitive alternatives that private schools can’t or won’t offer, such as building partnerships with both labor unions and with the major companies in our City, giving our older students an early understanding of real-world jobs.

  • The narrative around CCS must change—and that starts with bold communication and community trust. We need to highlight what’s working in our district, from amazing teachers to innovative programs, and expand access to those opportunities across all schools.

    I would prioritize community outreach, multilingual engagement, and recruitment events in neighborhoods most impacted by school closures. We should also market our district like others market theirs, showcasing career tech, dual enrollment, arts, athletics, and wraparound supports. Parents deserve to feel proud of sending their kids to CCS—and I want to make that choice easier.

  • Making Columbus City Schools (CCS) more attractive to prospective parents, retaining families, and ensuring district growth requires improving academic outcomes, increasing family engagement, and strengthening trust in the school system. CCS must prioritize high-quality education, innovative programming, and community-driven solutions, especially for families impacted by school closures.

    We must expand Career Technical Education, STEM programs and college-prep (senior to sophomore) programs to provide students with clear pathways to lifelong success. I will advocate for stronger early literacy programs to ensure students master those fundamentals skills early. And are prepared to start kindergarten. Early childhood education must be a visible arm to student education.

  • I would first like to understand on a wider scale the specifics behind why families within our district’s bounds choose to send their child elsewhere, and make sure that this information is neighborhood specific. CCS should cheerlead for their schools just as much as out-of-state charter school companies do to bring in our students. We must also prioritize equitable allocations of resources. Studies show that charter schools often cater to low-income, majority minority neighborhoods that face the biggest educational disparity. A central point of my campaign is to make CCS the best place to work and learn in our growing region. In order to do this, we must ensure staff are empowered and well resourced, and students are provided with opportunities to succeed in the classroom, and build community outside of the classroom. This means expanding parent-teacher organizations, extracurricular activities, mandating the arts, and expanding athletic opportunities so that students in any neighborhood have an equal chance at success in their extracurricular activities.

  • In order to grow effectively, you have to do well with what you have. This has been the district's challenge. We have success going on in regional areas of the district, we are also lacking in other regional areas. School closures or families who look outside of the district are struggling with the same concerns which is an unmet solution best suited for their children. We have to show the value proposition within our school district that outlines how our students are becoming top achievers, how students are equally competitive in and out of the classroom and work with our city and state leaders to ensure that our neighborhoods are more reflective for families to stay and invest. Once we excel in data that supports why CCS is the best district to support student success-growth then becomes a by-product.

  • It requires a commitment to academic excellence, community engagement, and a student-centered approach. Here’s how I would work to strengthen CCS and support district growth:

    • Promote CCS Success Stories

    • Strengthen Community and Family Engagement

    • Address School Closures with Transparency and Support

    • Invest in Safe and Modern School Facilities

    • Improve Academic Excellence and Student Outcomes

School Board Leadership & Decision-Making

While some of the challenges facing CCS are unique, many are not. Schools across the country are facing budget cuts and increased pressures and intrusions from state and federal legislation/policies. Board members will have an awesome responsibility to face these challenges and foster environments that promote success. As a board member, you may disagree with district administration on certain issues or how quickly to move on certain policy initiatives. You will need to take leadership by setting vision and direction.

Why do you want to serve on the Columbus City Schools Board of Education?

How do you see the role of a board member and how would you balance day-to-day challenges with a long-term vision for the district?

  • I want to serve on the Board of Education because I believe in our public schools. My wife and I currently have two kids in CCS, with our third starting in the fall. We will have children in various schools throughout the District for the next 14 years, but we’re also concerned about the direction the District is heading.

    After graduating from OU, my first job was working under then Minority Leader Joyce Beatty in the Ohio House of Representatives. I worked in Ted Strickland’s office while going to Ohio State at night for my Masters, and after that I was the Policy Director for the Obama Campaign in Ohio.

    For the last 10 years, I’ve been managing the planning, design, and construction of complex public-sector facilities for local governments and non-profits – things like rec centers, early-learning centers, libraries, city halls, cultural facilities. I have a long history of supporting progressive and union causes. I serve on the board of multiple non-profits, and I’m also currently an elected member of the Franklin County Democratic Party Central Committee.

    I decided to run because our kids’ school was on the closure list last year, and the way it was handled by the district was damaging to the school and the community. I think with a long history of supporting progressive and labor-union causes, a background in master planning and managing large public-sector projects, and three kids in the District, I can bring a lot of practical and progressive experience to this Board.

    I view my day-to-day role as working with the unions and the administration to provide a safe, inclusive, educational environment for everyone at Columbus City Schools. This includes oversight of the District’s financing and making key decisions related to facilities and school policy. I want to work with teachers to understand their needs and accommodate those needs in any way that the Board can.

  • I’m running for school board because I believe Columbus City Schools should be a national model of equity and innovation, and we need leadership grounded in both lived experience and bold vision.

    The role of a board member is to set the vision, ensure accountability, and elevate community voice. I’ll balance long-term planning with day-to-day challenges by building strong relationships with families, educators, and partners—because sustainable solutions are co-created. Disagreements will come, but I’ll always center what’s best for students over politics or personality.

  • I am running for the Columbus City School Board of Education because I believe in the transformative power of education. It unlocks opportunities, opens doors and is life changing. As a single mother of four CCS graduate, I have seen firsthand what is possible when students, families, and educators have the right support, right resources, and right leadership. I understand the challenges we face with achievement gaps, absenteeism, and financial constraints; however, I am committed to ensuring every student has access to an education that prepares them for success in life.

    As a school board member, I must be a leader and a collaborator. My responsibility is to listen and understand the needs of students, parents, teachers, and the community while making data driven strategic decisions that move our district forward. My role includes setting policies, overseeing the budget, ensuring accountability, listening to the needs of students, parents, teachers, and the community school board member while making data-driven, strategic decisions that allow our district to be forward facing.

    While addressing the immediate need to improve attendance, empower educators and ensure our students have the needed resources and funding, I will focus on expanding our career pathways and academic achievement making CCS the district choice for families.

  • I want to serve on the CCS Board of Education because this district made me the person I am today. I grew up in CCS schools and have an undying love and passion for this district, our staff, and the people that make this community great. However, I know that we have faced immense challenges, and are being left behind by the rest of our government, who seeks to blame public school students and staff for problems created by corporate and governmental greed. I’m running because we deserve so much better, and we all know our board has lost the trust of this community. A board member's role is to set the vision and policies that guide Columbus City Schools, ensuring that every decision prioritizes student success, equity, and community engagement. Balancing day-to-day challenges with long-term goals requires listening to stakeholders, making data-driven decisions, and staying focused on sustainable improvements—whether that means addressing immediate concerns like school safety or laying the groundwork for stronger academic programs, teacher retention, and facility investments that will shape the district’s future.

  • I want to serve on the Columbus City School Board of Education because the community needs more like minded individuals who are geared towards service and action. The number one priority of anyone who has ties within the district should be centered on student success. After all this might sound cliche, but the students today are the leaders of tomorrow. In essence, they are future custodians, teachers, entrepreneurs, automotive, government representatives, CEO’s or board members. If we fail at providing self sufficient pathways that allow students to learn to earn, then the workforce will continue to see a decline, social economic statuses will continue to widen and the disparities/divides of today will become the normal. In short, each generation is either a by-product of what was accomplished or lacking.

    As a board member, I see myself more as a community liaison in helping disseminate information so that the community is aware proactively, helping families understand their roles and what the board can actually accomplish and building stronger relationships with community organizations to revitalize synergy across CCS. Day to day challenges and balancing are not a concern for me and I see this to be very achievable while working alongside 6 other members who have the same vested interest for CCS.

  • I can’t think of a better way to give back to my community and to the school district that I spent so much of my professional career supporting in a myriad of ways. I am in my 37th year at OSU and plan to retire in July 2025. I completed my tenure (8 years) on the State Board of Education in December. I am also a parent of two children who attended CCS and was actively involved through PTA and PTO and other school activities. With my expertise in education and mental health, I will work to support teachers, improve student outcomes, and make responsible decisions that benefit our schools. I am deeply committed to the success of our students, the strength of our schools, and the future of our community. Together, we can build a stronger, more inclusive educational system that prepares our students for success.

    My role as a school board member is governance and oversight rather than direct involvement in day-to-day operations. I view my role as setting policy and goals, approving budgets and spending, curriculum and standards oversight, engaging with the community, monitoring student achievement and supporting Dr. Angela Chapman’s vision. A successful board member must be able to address immediate issues—such as staffing shortages, school closures, and student achievement gaps—while staying focused on long-term strategic goals.

Bullying & Student Safety

Many CCS students and parents are deeply concerned about bullying and safety in schools. While CCS has policies in place, many feel they are not effective enough.

How would you begin to address this concern - what resources might you use to try to reduce bullying, improve student safety, and help families to connect and report concerns when they arise?

  • To address bullying and improve student safety in CCS, we must take a proactive and collaborative approach. Engaging parents, students, teachers, administrators, and the community is essential; we should create forums for open dialogue where concerns can be reported and discussed.

    Utilizing resources such as anti-bullying programs, training for staff on identifying bullying and conflict resolution, and workshops for students on empathy and respect can help educate our children on the importance of kindness. Additionally, implementing a user-friendly reporting system for families to connect and report concerns can ensure that issues are addressed promptly. Together, we can foster a safe and supportive environment where every student feels valued and protected.

  • No child should feel unsafe at school—emotionally or physically. We must move beyond reactive discipline and invest in proactive, trauma-informed, and restorative approaches. That includes hiring more counselors, training staff in de-escalation and SEL, and ensuring there are clear, trusted pathways for students and families to report concerns.

    I’ll also advocate for student voice in shaping school climate policies—because students know what’s really happening in the halls. Safety and belonging go hand in hand.

  • I will ensure clear, consistent enforcement of anti-bullying policies, expand access to school-based mental health professionals, social workers, and counselors to support students in crisis. Expanding social-emotional learning (SEL) initiatives and peer mediation programs to address conflicts before they escalate. Implement easy-to-use, confidential reporting tools (such as an online portal, text hotline, or app) so students and families can report concerns without fear of retaliation. Ensure all bullying reports receive timely follow-up when complaints are made, and that schools take concrete actions to address the issue.

  • First and foremost, school safety can be viewed similarly to public safety on a larger scale. When students feel left behind or struggle with challenges at home, behavioral health becomes a concern, which can lead to potential safety issues within school buildings. By creating a district that support the diverse needs of students, from housing to childcare, health and hygiene, we create a safer, more comfortable environment for all students. We need to do a much better job of providing behavioral and mental health resources to students of all age. There are talented and capable counselors coming out of central Ohio who need job opportunities, and a district in need of their help. We must address school safety and discipline as a public health issue, and not another carceral system.

  • In my opinion, this is a community conversation. There are pockets of the city where youth violence and bullying are at an all time high, while others maintain low volumes. There needs to be a more strategic alignment with our social services and police departments to better weave through reports and concerns. In addition, we have to create proactive measurements to better support what school safety should look like. As a board member, I want to partner with our community organizations that have the capacity to aid or step in for additional support. There also needs to be more oversight to how we implement fidelity and that we are providing the necessary resources and support to all students, especially those from historically underserved communities. Lastly, Continued open dialogue with the community with a commitment that we all have our parts in creating safe spaces and schools.

  • This requires a proactive, multi-layered approach that goes beyond existing policies. It will be important to strengthen Anti-Bullying and Safety Policies. The district could move away from punitive-only measures but need to have in its place approaches such as restorative justice, conflict resolution, and peer mediation. We also need to train our teachers in de-escalation techniques, improve communication between parents and schools as well as increase parent and community partnerships. And finally promote a positive and inclusive school culture that includes implementing social-emotional learning programs.

Transportation Challenges

CCS operates the largest transportation system in Ohio, yet families frequently report extremely late buses, missed pickups, and ongoing safety concerns. There are workforce issues and additional challenges because of state mandates that require CCS transportation to charter and private schools. Transitioning the fleet to electric school buses is a good way to modernize, save money, and have health benefits for students.

How would you improve transportation services to ensure they are safe and efficient?

  • As a family who relies on a CCS school bus every day (our kids ride Route 62 home from school), I would just like to say that I respect the hell out of our bus drivers and believe they have some of the toughest jobs in the District. They get it from all sides – from the kids, from the parents, etc. And sure, there are late busses sometimes (especially in the first weeks of school when everyone is still getting acclimated to their routes), but I believe these situations are rarely the result of the driver.

    I love the idea of transitioning to electric school busses. Transitioning to electric buses will not only modernize our fleet but also contribute to cost savings and health benefits for students. I heard on NPR that for each electric bus in the fleet, 1,000 fewer children are at risk of developing asthma and other respiratory illnesses.

    Encouraging families to attend neighborhood schools is another piece of this puzzle. By working collaboratively with communities and fostering a culture of support for neighborhood schools, we can rebuild the tradition of attending local schools and enhance the overall transportation experience for families.

  • Transportation delays disrupt learning and erode trust. We need to modernize routing systems, invest in driver recruitment and retention, and work with the state to address unfunded mandates—especially private and charter school transport.

    I support exploring a phased transition to electric buses, not just for sustainability, but for long-term cost savings and health benefits. Every student should be able to get to school safely and on time, every day.

  • Strengthen recruitment efforts, increase driver incentives, and improve training programs to ensure we have enough qualified bus drivers. In addition, consider a tracking system, to let parents know exactly where their child is on the route. I would recommend the gradual replacement of older buses with modernized buses.

  • I would improve transportation through a multi prong approach. This includes optimizing bus routes using improved technology, cutting down on delays and missed pickups, offering better pay and benefits to attract and keep bus drivers and simplify the hiring and training process, advocate for changes to state rules that require us to transport private and charter school students, which puts extra strain on our system. Ambitiously switch to Electric Buses which will save money, reduce pollution, and provide long-term benefits. Lastly, we can set up online systems where families can track buses in real-time and get updates on any delays. This has been done elsewhere with success.

  • I think we need to rethink how we offer transportation services, work with outside entities to find creative solutions that do not take away funding from the district and work within the community to capture transportation needs. Additionally, if the school buses receives support under the Safe Schools Green Resolution, then we explore what transition looks like.

  • First and foremost, we need to improve communication with families. One idea may be implementing a bus tracking app (if they don’t have it already). We might also consider establishing a Parent & Community Advisory Board to improve communication and promote transparency. And finally, a deep dive into the transportation problems that will assist and guide the board in being solution focused.

Special Education Support & Services

Many families have expressed frustration and distrust due to understaffing and lack of resources in special education programs.

How would you rebuild trust with families who feel that their child with special needs has been unsupported or even unsafe at school?

  • To rebuild trust with families of students in special education, we must first acknowledge their frustrations and actively communicate our commitment to improving support and resources. Many of our District’s problems stem from a lack of communication.

    There are then many paths we can take to improve our special education programs. We can implement regular workshops and forums for families to voice their concerns and provide feedback, ensuring they feel heard and valued while gaining valuable understanding of the needs of their children. Additionally, attracting more qualified special education teachers is essential; we could explore partnerships with OSU and Columbus State and create incentives for young professionals to join our district.

  • Families of students with disabilities deserve to feel confident that their child is safe, supported, and progressing. I will work to ensure IEPs are implemented with fidelity, special education staff are fully supported, and that parents are treated as partners in the process—not outsiders.

    We must invest in staffing, reduce caseloads, and offer consistent training so educators are equipped to meet diverse learning needs. I’ll also push for transparent communication and family engagement that helps rebuild trust.

  • Create clear accountability measures for staff and administrators. Establish dedicated roles within schools to assist families to understand and navigate special education services and address concerns quickly. Expand professional development on best practices to support students with special needs, include de-escalation techniques and inclusive teaching strategies. To rebuild trust, we should provide parents with the opportunity to hold parent forums where they get the opportunity to express their frustrations, share ideas, and learn from each other.

  • This is an emergent issue in CCS that we must address immediately. To rebuild trust with families of students in special education, I would advocate for increased staffing and resources to ensure students receive the support they need. This includes providing ongoing professional development for teachers and staff, improving communication with families, and creating safe, inclusive environments for all students. By partnering with parents, strengthening support services, and addressing safety concerns, we can ensure that every child feels valued, supported, and safe at school.

  • In my opinion, rebuilding trust is an action word. As a board member, it’s important to understand CCS supports all students and foster an environment where families can share feedback. In short, many of our families have creative solutions to help support special education services and we have to do a better job listening up front vs waiting until someone is ready to leave the school district due to the lack of support.

  • Rebuilding trust with families of students with special needs—especially in the face of systemic changes like the dismantling of the Department of Education— requires a proactive, community-centered approach. Without strong federal oversight, local and state leadership must step up to ensure that students with disabilities receive the support, protections, and resources they need. And it will be extremely important that we hold state leadership to providing the necessary resources and support necessary to provide an equitable education experience. To improve relationships with parents the district could host regular listening sessions where families can express concerns and receive direct responses from school leadership. The district could implement Parent Advisory Councils to ensure parents of students with disabilities have a formal voice in shaping district policies and decisions. And finally, we must hold schools accountable and track progress on special education outcomes. As a parent of a student with a disability (Orthopedically Disabled) that went through CCS, I am keenly aware of the importance of making sure every child receives the necessary supports to be successful academically, behaviorally, and emotionally.

Communication & Community Engagement

Many parents and community members feel that CCS does not always effectively communicate with families. For instance, this year, CCS stopped using a popular communication app and families can only rely on in-person meetings or email with teachers.

Why is it important to you that CCS provide accessible communication tools and apps to increase engagement between the district and students and parents? What steps would you take to ensure the district is transparent to the community?

  • Accessible communication tools are vital for fostering engagement between CCS, students, and parents. They ensure that families stay informed about important updates, events, and resources, ultimately enhancing their involvement in their children's education. As the largest school district in Ohio, CCS should utilize state-of-the-art communication tools to facilitate information sharing.

    To advance our Equity and Inclusion efforts, we must also be looking for tools that speak the language of the families that we are serving.

    To ensure transparency, I would advocate for reinstating popular communication apps and exploring new platforms that allow for real-time updates and interactions. Additionally, collaborating with outside entities such as the City of Columbus and the Columbus Metropolitan Library can enhance our communication efforts and broaden our reach. Regular community forums and newsletters would also help keep families informed and engaged, building a stronger connection between the district and the community.

  • Communication is core to trust. When families don’t know what’s happening—or can’t reach the people who do—they disengage. I support bringing back accessible tools like parent apps, improving language access, and building two-way communication systems that are proactive, not reactive.

    Transparency also means public reporting, regular community check-ins, and clear timelines for decisions. I’ll make sure that families, educators, and students don’t just hear from the district when something goes wrong—they’re part of the conversation from the start.

  • When families have easy access to information about their child’s education (attendance, grades, bus schedules, and school updates) they can be more involved and proactive in their child’s success. Clear, timely communication builds trust, strengthens family-school partnerships, and ensures that parents feel heard and valued in decision-making. I will advocate for mobile-friendly apps and multilingual communication tools so all families, regardless of background or technology access, can stay informed. Ensure the district provides frequent updates through newsletters, town halls, and social media to keep families informed about policies, funding, and school initiatives. Establish dedicated spaces where families can share feedback, report concerns, and receive timely responses from school officials.

  • It is vitally important to me because throughout the ongoing COVID-19 pandemic, chronic absenteeism and decreased parent engagement in students’ learning has made a massive impact on student outcomes. This makes effective communication with families all the more important. Furthermore, there are many populations within CCS where English is not a first language, or not a language that is spoken at all. Effective communication systems such as the app that was discontinued make sure that families can access their students’ support systems within school. This accommodates working families, those with transportation concerns, and those who are not English speakers remain engaged in their students’ success. I would make sure that the district is transparent through increasing district communications outside of snail mail, and making sure that policies continue to uphold regular communication between staff and families.

  • To ensure transparency, I would focus on communication, accountability, and community involvement. Communication is key and regardless of the method we use, we should ensure that the communication is accessible, consistent and applicable for all. The challenge the district has met over the past decade is the lack of communication with closed door meetings, meetings inaccessible to the community, delayed communication of changes or concerns and more! Before technology was part of the communication tool, families were still informed and encouraged. When it comes to data driven decisions and student outcomes, we have to encourage communication channels outside of apps. How we communicate should be a measurable goal within the district's initiative for retention, development and succession.

  • Accessible communication tools and apps are essential because they bridge the gap between the district, students, and parents, ensuring that everyone— regardless of language, ability, or access to technology—can stay informed and engaged. Clear, timely communication fosters trust, improves student outcomes, and strengthens the partnership between schools and families. When families feel connected and informed, they are more likely to participate in their child’s education, leading to better academic success and a stronger school community. The district needs to promote proactive community engagement that includes transparent decision-making.