MY key PRIORITIES for claremont usd
strong schools,
fresh thinking,
experienced leadership.
Claremont has
outstanding schools. my
goal is to protect what
works while confronting
the challenges ahead with
transparency, creativity, and
long-term thinking.
strong schools, fresh thinking, experienced leadership.
Claremont has outstanding schools. my goal is to protect what works while confronting the challenges ahead with transparency, creativity, and long-term thinking.
listen first. follow the evidence. build consensus. keep students at the center.
listen first. follow the
evidence.build consensus.
keep students at the center.
01
protect the classroom
long-term fiscal responsibility
02
REVERSE DECLINING ENROLLMENT
Bring families back to CUSD
03
RECRUIT, RETAIN & SUPPORT EXCEPTIONAL EDUCATORS
Invest in the people closest to our students
04
OPPORTUNITY FOR EVERY STUDENT
More than one path to success
05
SAFE, INCLUSIVE, FUTURE-READY SCHOOLS
INNOVATION GUIDED BY EVIDENCE
06
INDEPENDENT, COLLABORATIVE & TRANSPARENT LEADERSHIP
PUBLIC DISCUSSION BUILDS PUBLIC TRUST
KEEP SCROLLING
FOR DETAILS ABOUT EACH PRIORITY
KEEP SCROLLING FOR DETAILS ABOUT EACH PRIORITY
01
protect the classroom
long-term fiscal responsibility
Fiscal resonsibility isn’t simply balancing today’s budget. It’s making sure today’s decisions are sustainable tomorrow.
A balanced budget in one year does not eliminate the need for careful long-term planning.
Declining enrollment, changing state revenues, rising costs, and ongoing commitments require the board to look beyond the current year and understand how today’s decisions affect CUSD three, five, and ten years from now.
I will advocate for:
Clear, accessible multi-year budget information.
Responsible reserves and long-term financial planning.
Careful consideration of ongoing expenditures and their future impact.
Protecting classroom programs and student services as financial decisions are made.
Transparent and public discussion of financial risks, assumptions, and alternatives.
02
REVERSE DECLINING ENROLLMENT
BRING FAMILIES
BACK TO CUSD
CUSD has an extraordinary story to tell. We need to become better at telling it.
Declining enrollment affects far more than the number of students in our classrooms. It directly affects district funding, staffing, programs, and our ability to provide opportunities for students.
We shouldn’t simply manage enrollment decline. We should compete for families.
I want CUSD to develop a comprehensive enrollment strategy so we can:
Learn why local families are choosing private schools, charter schools, homeschooling, or other districts — and what might bring them back.
Identify and strengthen programs that distinguish CUSD from surrounding districts.
Make enrollment, transfers, and information easier for families to navigate.
Market our exceptional academic, arts, athletics, Career & Technical Education, and other programs more effectively.
Build stronger connections with pre-school and incoming kindergarten families.
Look for innovative programs that can attract students from within and outside Claremont.
03
RECRUIT, RETAIN & SUPPORT EXCEPTIONAL EDUCATORS
INVEST IN THE PEOPLE
CLOSEST TO OUR STUDENTS
There may not be one simple solution. Workforce housing affordability is too important to recruitment and retention for the district and city not to be talking about it together.
Exceptional schools depend on exceptional people.
I believe in strong, respectful relationships among the board, administration, teachers, and classified employees. I also believe in listening to the professionals who work with students every day.
Recruitment and retention require us to recognize the realities of living and working in Southern California.
I want CUSD to work with the City of Claremont, employee groups, and community partners to explore creative workforce housing strategies that could make it easier for teachers and school employees to live in or near the community they serve.
04
OPPORTUNITY FOR EVERY STUDENT
MORE THAN ONE
PATH TO SUCCESS
Every student deserves to discover something at school that challenges them, connects them to others, and gives them a reason to be excited about their future.
Students are individuals and success doesn’t look the same for everyone.
CUSD should provide rigorous academics while continuing to strengthen
opportunities in:
Special education and inclusive practices.
Career & Technical Education.
Apprenticeships and career-connected learning.
College and career preparation.
Visual and performing arts.
Athletics and extracurricular programs.
Dual enrollment.
05
SAFE, INCLUSIVE & FUTURE-READY SCHOOLS
INNOVATION GUIDED
BY EVIDENCE
Students learn best when they feel safe, respected, connected, and known.
Technology and artificial intelligence are changing education rapidly. Our response should be thoughtful rather than reactive.
I support responsible integration of A.I. and emerging technologies when they improve teaching and learning, alongside research-backed policies around screen use, digital citizenship, and student well-being.
At the same time, technology can never replace the relationships at the heart of education.
06
INDEPENDENT, COLLABORATIVE & TRANSPARENT LEADERSHIP
Public discussion
builds public trust
We can disagree respectfully, deliberate openly, and still work together effectively. That is what healthy governance looks like.
I believe strongly in collaboration and consensus. Some of the best decisions I’ve been part of began with disagreement and became stronger because people listened to one another.
Consensus should be the result of thoughtful deliberation — not a substitute for it.
School board meetings are where the public should be able to hear questions asked, alternatives considered, and different perspectives respectfully discussed before important decisions are made.
As a board member, I will:
Come prepared and ask substantive questions.
Listen respectfully to fellow board members, staff, students, parents, and community members.
Challenge assumptions when evidence warrants it.
Explain my reasoning on consequential decisions.
Seek consensus without avoiding difficult conversations.
Help create a culture in which community participation genuinely matters.