SPS Board FINALISTS QUESTIONNAIRE

1. What is the most pressing issue the school board must address in the next two school years (2024-25 and 2025-26) amidst budget shortfalls to center students furthest from educational justice? 

The most pressing issue the school board must address in the next two school years is educational excellence, which to me means that every student has access to all the resources they need (quality educators, curriculum, counseling, arts & science, experiential learning, special services, etc.) to be prepared to leave K-12 ready to thrive. While the strategic plan shows progress in some areas, we are far from where we need to be to be serving students furthest from education justice now—and it’s important that we center their needs as tough decisions are being made due to budget shortfalls in the next two school years in particular, while being mindful of the long-term or downstream impacts of all decisions that considered to ensure we don’t cause further harm.

2. How do you intend to partner with all families in SPS budget development for 2024-2025 and future years, including proposed cuts and school closures? 

I plan to hold regular listening sessions throughout the district every semester, at minimum, to learn the priorities and needs of families in District 2. I also plan to engage with students, PTA members, educators, administrators, and other stakeholders who will be impacted by decisions made by the board in the appropriate manner including being responsive to emails, calls, text messages and holding “office hours” at various times to be more accessible. 

3. What does SPS need to do to reverse the recent enrollment drop? While birth rates are declining, an estimated 25% of Seattle kids are not enrolled in SPS schools. 

The recent enrollment drops are not unique to SPS, unfortunately it’s happening throughout King County, and it’s not clear to me yet that the solution is as simple as targeting and enrolling kids not enrolled in the public school district or that the district has the power to solve the problem entirely on their own. 

Our region has a housing crisis; lack of supply, especially in affordable family sized housing, has led to skyrocketing costs for homeowners and renters alike. Families are getting priced out of many areas in King County and moving to other areas. Additionally, 5 years ago a payroll expense tax was passed by the Seattle City Council which led to large employers moving their staff outside of Seattle into surrounding suburbs—another choice that has negatively impacted enrollment in Seattle Public Schools. 

Unfortunately, the power of a district is limited, and the district is impacted by decisions made by other governing bodies. In addition to developing strategies to increase enrollment rates, I believe that the district needs to advocate for a larger, regional strategy is needed to ensure that our County, City and School District are all working together towards the same goals—a thriving region with enough jobs, homes, and quality education for all who live and work in our great City. Engagement with City Leaders would be incredibly beneficial, especially right now as the City is working on its growth strategy for the next 20 years and the Council is developing strategies to deal with their own revenue shortages.

4. Do you think SPS should continue to offer families choices between SPS schools, including alternative learning programs, option schools, and open enrollment to other neighborhood schools? 

SPS should continue its efforts to offer families school choices and if there are issues with the way family choice is set up now, I’m open to listening to families and exploring other ideas that have been implemented in other districts. I am open to learning more and exploring ways that family choice can be implemented equitably and inclusively and within budget constraints.

5. Should the district be required to share with families and school communities an  analysis of how major proposals, such as changes to the Weighted Staffing Standard, bell times, budgets, school closures/consolidations, and school programs, are anticipated to impact student outcomes, equity, and student well-being?

Transparency is incredibly important, especially when working within a group that has decision-making power to make choices that will impact a lot of people, in different ways. In my work in public policy, for example, I’ve always done racial-equity impact analyses of policies I work on, before I make a recommendation to promote them or oppose them to public officials. If the district is not already using some type of tool or rubric to look at the impact of decisions on student outcomes, equity, and student well-being, I would advocate for them to start using one if I am selected to the board and I do believe that the results should be made public.

6. How will you work to advocate to the state legislature for more school funding? 

I will work very hard to be an advocate on behalf of SPS to the state legislature during my term on the board, starting with engaging with parents, students, educators, school staff to hear what your priorities are. Then, I will engage with lawmakers on both sides of the aisle during interim (the rest of 2023) to ensure they are aware of the budget issues we are having, the impact to students and families, and encourage creative solutions and partnerships to achieve our goals and try to make school funding a 2024 campaign issue. 

I will also work with OSPI, the Governor's Office, the leaders of the House and Senate to develop options to address school funding in the next biennium (2025-2027). I will partner with local K-12 advocacy organizations to build relationships and create a network of grassroots advocates, parents, teachers, who can help further our cause. During the session, I will show up at hearings, testify, meet with Seattle Lawmakers, and if we don’t see the level of funding we need, I will try to get carve out funding in the budget (through proviso) just for Seattle Public School District. 

My experience with the state legislature is one of the skills that I hope to use to help the district find solutions to the current and future challenges.

7. What steps will you take to ensure SPS administrators respond to and solve community concerns, such as those raised to the board and SPS by Rainier View Elementary families for several years? 

I have been disheartened to see the lack of urgency from the district in the case of Rainier View Elementary School. When community concerns are brought forth, I will listen, take appropriate action, including tough conversations with other Directors who may have a different opinion, and work tirelessly to ensure that we find solutions that lead to better outcomes for all involved. When I was a student in the district, we had several serious issues at Garfield High School—a principal and a teacher sleeping with students— these issues were dealt with swiftly, comprehensively, and promptly as they should.  I have to acknowledge the reality here that it’s not possible to make everyone happy all of the time but I can promise that I will be a staunch advocate for District 2 and the entire community—no family, student, educator, or school staff should will go through what has gone on at Rainier View while I am serving the Board. 

1. What is the most pressing issue the school board must address in the next two school years (2024-25 and 2025-26) amidst budget shortfalls to center students furthest from educational justice? 

The most pressing issue the school board must confront in the upcoming school years, particularly amidst budget shortfalls, is prioritizing students. This necessitates a commitment not just in words but in actionable governance that ensures accountability and tangible outcomes.

Active governance and oversight are critical. The board must rigorously implement and review the guardrails set for overseeing the performance, particularly focusing on those aimed at advancing educational equity. It's concerning that guardrails one and three, pivotal in assessing our progress toward educational justice, haven’t been put back on the board agenda after being postponed. This oversight is not just a procedural necessity; it's fundamental to holding our educational leadership accountable for making real progress.

Moreover, the absence of concrete metrics to measure our achievements against these guardrails significantly hampers our ability to be transparent with our community. Parents and students deserve to know not just the intentions behind our policies but their real impact on educational outcomes, especially during times of financial constraint. Without these metrics, our claims are unfounded.

To address this, the board must prioritize developing and implementing clear, measurable indicators of success in our equity-driven initiatives. This will enable us to monitor our progress accurately, adjust strategies as needed, and maintain open and honest communication with our community. Ensuring every student has access to the support and resources they need to succeed, regardless of their background, must be at the heart of our mission. As we navigate the challenges ahead, this commitment to accountability, transparency, and measurable outcomes will guide our efforts to build a more equitable and just educational system for all.

2. How do you intend to partner with all families in SPS budget development for 2024-2025 and future years, including proposed cuts and school closures? 

Engaging with all families in the budget development process this year and beyond is paramount, especially as we face difficult decisions around proposed cuts and potential school closures. Directors Hersey and Sarju have been part of valuable workgroups on community engagement strategies and I see a significant opportunity to deepen our connection with the community. This includes holding additional listening sessions that go beyond traditional formats.

I acknowledge the community’s survey fatigue, yet I also recognize the importance of transparently involving our families and staff in making tough choices. Our aim should be to ensure that every voice is heard, particularly when decisions may involve sacrifices. It’s essential that we not only inform our community about the challenges we face but also actively involve them in shaping the solutions. This inclusive approach will not only lead to more informed decisions but also foster a sense of shared responsibility and trust between the school district and the communities it serves.

3. What does SPS need to do to reverse the recent enrollment drop? While birth rates are declining, an estimated 25% of Seattle kids are not enrolled in SPS schools. 

To reverse the recent enrollment drop in Seattle Public Schools, a comprehensive strategy centered around enhancing the value proposition of public education in our community is essential. First and foremost, SPS needs to deeply understand the reasons families choose alternatives, whether it's due to perceived quality of education, specific program offerings, or other factors.

Quality and Perception: SPS must continue to strive for excellence in education, ensuring high-quality teaching and learning environments. Success stories and achievements should be effectively communicated to the community, improving the public perception of our schools.

Program Diversity and Accessibility: Expanding and highlighting diverse programs that meet a wide range of student needs and interests can attract families seeking specialized educational experiences. 

Community Engagement and Trust: It is crucial to build strong relationships with families through transparent communication and engagement efforts. Trust is foundational and can be strengthened by involving parents and the community in decision-making.

Addressing Specific Barriers: It is critical to identify and remove barriers to enrollment in SPS schools, whether logistical, such as transportation issues, or related to enrollment processes. Making it easier for families to choose SPS can directly impact enrollment numbers.

Fostering a Welcoming Environment: Schools must be inclusive and welcoming spaces for all students and families. Cultivating an environment where every student feels valued and supported can make SPS schools the preferred choice for more families.

I understand that SPS is already addressing many of these issues, though I'm still reviewing the complete communication audit to grasp the full picture. Addressing the underlying reasons for the enrollment decline is critical to positioning our public schools as the top option for Seattle families. Continual engagement with our community, adapting to their evolving needs, and highlighting the unique strengths of our schools are essential strategies to counteract the decreasing enrollment trend.

4. Do you think SPS should continue to offer families choices between SPS schools, including alternative learning programs, option schools, and open enrollment to other neighborhood schools? 

Absolutely, I firmly believe that SPS should continue to offer families a variety of choices, including alternative learning programs, option schools, and open enrollment to other neighborhood schools. Our student population is incredibly diverse, with each child possessing unique strengths, interests, and learning needs. It's essential that our educational system mirrors this diversity through a wide array of program options.

Living in a vibrant, dynamic city like Seattle presents a wonderful opportunity to nurture individual talents and abilities in ways that a smaller community might not be able to offer. I'm grateful my children have the chance to grow and learn in an environment that celebrates and fosters their unique superpowers. Providing varied educational pathways not only supports the individual development of our students but also enriches our community as a whole by embracing and cultivating diversity in talents and perspectives.

5. Should the district be required to share with families and school communities an  analysis of how major proposals, such as changes to the Weighted Staffing Standard, bell times, budgets, school closures/consolidations, and school programs, are anticipated to impact student outcomes, equity, and student well-being?

Transparency within SPS regarding the anticipated impacts of major proposals on student outcomes, equity, and well-being is not just beneficial—it's imperative. Whether the changes concern the Weighted Staffing Standard, bell times, budgets, or school closures/consolidations, understanding their potential effects allows for a more informed and inclusive decision-making process.

While I'm all for sharing these analyses with families and school communities, I also recognize the need for robust methodologies to predict outcomes accurately. Seattle's unique landscape means some assumptions may be necessary; however, drawing on data and best practices from other urban districts can offer valuable insights. Ultimately, the goal is to ensure any decision made is done with a comprehensive understanding of its potential impacts, enabling us to address and mitigate any negative consequences proactively. Sharing these analyses isn't just about maintaining transparency; it's about fostering trust and collaboration between the district and its community, ensuring we all work together towards the best possible outcomes for our students.

6. How will you work to advocate to the state legislature for more school funding? 

Advocating for increased school funding from the state legislature will be a critical focus for me. Initially, would like to be brought up to speed on the district’s current policy and lobbying to understand the landscape fully and refine help refine our board strategy. However, it’s clear that collaboration within and beyond our district is essential, especially in light of the state budget's shift from allocating 52.4% of the state budget in 2018 to 43.1% in 2023 for K-12 education. This decrease in investment, amid rising needs, underscores the urgency of our advocacy efforts.

To address this, I believe in leveraging the strength of our community's voice. By uniting school board members across districts to highlight shared challenges and align on priorities, we can present a united front to the legislature. Moreover, mobilizing our students, parents, and community members for advocacy will be crucial. Our community is no stranger to standing up for what's right, and their active participation will be pivotal in making a compelling case for the importance of reinvesting in public education.

Our goal will be to ensure that the biennium budget reflects the true needs of our schools, acknowledging that investing in education is investing in the future of our state. Together, we can work towards securing the necessary funding to support the success and well-being of all students.

7. What steps will you take to ensure SPS administrators respond to and solve community concerns, such as those raised to the board and SPS by Rainier View Elementary families for several years? 

To ensure administrators effectively respond to and resolve community concerns a multifaceted approach is necessary. First, reinforcing the framework of guardrails is vital. This involves clearly defining the roles and responsibilities of both the board and the administration in addressing community feedback, ensuring a structured process for hearing and actively resolving such concerns.

Additionally, I believe there is an opportunity to create a more responsive and transparent communication loop with our community. While it's important to maintain the separation between board governance and administrative tasks, there should be mechanisms for board members to follow up on concerns raised during meetings. This follow-up should inform the community about actions taken or clarify any misinformation, strengthening trust and accountability.

Implementing a system where updates on significant concerns are regularly communicated to the community can be a step forward. This could take the form of a dedicated section on the SPS website, regular newsletters, or updates at board meetings outlining progress on addressing these issues. By doing so, we can assure our community that their voices are not only heard but are instrumental in shaping the actions taken by the district.

Ensuring effective response and resolution to community concerns is not just about improving processes; it’s about fostering a culture of openness, accountability, and collaboration between the board, the administration, and the families we serve. I am committed to working towards a more engaged and responsive SPS that upholds the principles of transparency and effective governance.

Shawn Sullivan did not answer our request. Information about him can be found at the above SPS link.

1. What is the most pressing issue the school board must address in the next two school years (2024-25 and 2025-26) amidst budget shortfalls to center students furthest from educational justice? 

Right now, our district’s goals to help students furthest from educational justice are in peril. I believe the lack of progress can be traced to two major factors. First, despite good intentions and stated goals, there is not an obvious implementation plan to improve educational goals for students furthest from educational justice, so we really need to press the district to prioritize systems and supports for our schools and the teachers who are on the front line. The magic of multi-tiered systems of support to help our students will not materialize uniformly without district cohesion and support for our educators. Second, all students are at risk unless we can solve the economic puzzle on multiple fronts; these include retention of existing families and attracting new families, as well as finding more creative ways to improve our education in a cost effective manner and advocate for funding. 

2. How do you intend to partner with all families in SPS budget development for 2024-2025 and future years, including proposed cuts and school closures? 

The SPS board is having a lot of conversations about engagement and what it means. This is good news for our families, that the board and district are showing a renewed interest in what the families think. As a newcomer to the board, I would be motivated to understand what families prioritize. The challenge will be that there are many different opinions and many different value systems, and at the end of the day we have to try to deliver the best education we can to achieve the best outcomes, while delivering a product that our families want.

3. What does SPS need to do to reverse the recent enrollment drop? While birth rates are declining, an estimated 25% of Seattle kids are not enrolled in SPS schools. 

On a larger level, Seattle is becoming less friendly to kids; family-friendly affordable housing is being torn down and replaced with either single family mansions or replaced with tiny units unsuitable for a family. There is loss of prioritization of amenities for families across the city. Add to this the fact that many families from various situations and backgrounds have felt ignored by SPS, and have complained about a steady march to standardize the schools, reduce rigor and remove unique offerings in the name of equity. If we listen to our families, and develop a public education as a product that they want, we can improve things. Generally when I read op-eds, blogs, and social media, I hear: 1) we want a rigorous education so our kids are competitive for college; 2) our kids have different needs for learning environments, so we want choice in whether to attend a project-based learning school, a language immersion school, or a STEM curriculum; and 3) we want to see improvements in equity so that all kids get these benefits. We should do all three.

4. Do you think SPS should continue to offer families choices between SPS schools, including alternative learning programs, option schools, and open enrollment to other neighborhood schools? 

Yes, see prior comment. Not every school can offer every amenity, particularly in a budget crisis. But if each school can identify how it has 2-3 unique offerings that would attract students, this would go a long way to helping families find the right environment for their children and to support retention in public schools. Choice in public offerings is important. If we standardize schools for equity, we Standardize for Excellence, allowing for a range of formats to achieve that.

5. Should the district be required to share with families and school communities an  analysis of how major proposals, such as changes to the Weighted Staffing Standard, bell times, budgets, school closures/consolidations, and school programs, are anticipated to impact student outcomes, equity, and student well-being?

Sounds like a good plan, if resources allow.

6. How will you work to advocate to the state legislature for more school funding? 

Partner with groups like you on shared policy positions and advocacy.

7. What steps will you take to ensure SPS administrators respond to and solve community concerns, such as those raised to the board and SPS by Rainier View Elementary families for several years? 

This is a very challenging question to answer. I recently read somewhere that Brandon Hersey had commented on wanting to know more about what was going on and he sounded very concerned, but even he, a former President of the Board, did not suggest what steps to take. The difficulty is that the School Board has oversight of policy and budget but is not in a position to manage any personnel except the superintendent. The public testimony around the Rainier View Elementary issues discussed significant teacher turnover, a hostile environment and fear of retaliation, but it is really difficult to know based upon public testimony exactly what has happened and whether existing policies in the district are sufficient to address this situation. If there are complaints to HR for the hostile environment and retaliation, those would be handled in a confidential manner and I am not certain whether the board would be privy to the results. I would need to learn more about how the board director role can get involved in these matters.

1. What is the most pressing issue the school board must address in the next two school years (2024-25 and 2025-26) amidst budget shortfalls to center students furthest from educational justice? 

Family and community engagement - the school board must strive to have active and positive family and community engagement in all aspects of its operations.   

When families and the community do not feel heard; trust disappears.  When there is a lack of trust, our ability to work together and collaborate to address big problems deteriorates.  

Higher family engagement leads to outsized positive outcomes, to list a few:  better grades, increase in community programs, solving problems together and a stronger social net. 

Ultimately, it is about a positive school experience vs the task of going to school.

2. How do you intend to partner with all families in SPS budget development for 2024-2025 and future years, including proposed cuts and school closures? 

My primary goal is to include families in budget decisions, ensuring their voices are heard through the process and come along in the decision journey. 

This involves:

• Enhancing communication processes

• Have clearer and more concise communication on what each budget item represents

• Have a framework that allows for active communication, such as addressing questions, virtual sessions, summary reports, etc.  

Work with families on the budget items

Budgets can be distilled to 2 parts - revenue and expenses.  Hence, together with can identify areas for increased funding from federal and private programs as well as areas to reduce expenses. 

3. What does SPS need to do to reverse the recent enrollment drop? While birth rates are declining, an estimated 25% of Seattle kids are not enrolled in SPS schools. 

To boost enrollment, parents must want their kids to attend Seattle public schools. This is a classic increase in demand problem.  

The initial  step is for SPS to find out why 25% of eligible students choose not to attend.  What percent are enrolled elsewhere and what percent are homeschool?  

To drive demand, SPS schools must be seen as higher value than the alternatives.  Value is determined by what parents deem important, such as school culture, school programs, teacher involvement, etc.  

4. Do you think SPS should continue to offer families choices between SPS schools, including alternative learning programs, option schools, and open enrollment to other neighborhood schools? 

Yes, SPS should keep providing choices. Eliminating these options might seem like a quick fix for budget issues, but it's counterproductive. Choice fosters parental engagement and involvement. 

5. Should the district be required to share with families and school communities an  analysis of how major proposals, such as changes to the Weighted Staffing Standard, bell times, budgets, school closures/consolidations, and school programs, are anticipated to impact student outcomes, equity, and student well-being?

Transparency is key to building trust -  the district should openly share the anticipated impacts of major changes, offering families and communities a chance to engage more deeply.

6. How will you work to advocate to the state legislature for more school funding? 

I plan to apply strategic thinking, a growth mindset, and analytical skills as follows:

1. Identify all opportunities to increase funding and break this down into 2 buckets:

• Foundational items – quick wins that can be accomplished now and those opportunities that the district has not yet pursued.  

• Transformative items - those that require law changes, major structure changes, etc.  For example, what percentage of property taxes go to school funding..   

2. Involve the community - get help and support from our community to work on the above 2 buckets.  Establish a framework by which the community can sign up to lead, participate or support the above.

7. What steps will you take to ensure SPS administrators respond to and solve community concerns, such as those raised to the board and SPS by Rainier View Elementary families for several years? 

Accountability through structure - Processes and support systems are key to building a foundation for accountability  

Revisit current family and school community feedback mechanisms to identify gaps.  Gaps in collecting, aggregating and reviewing the feedback. Put in place processes that address the gaps identified, with a focus on creating a structure for appropriate measurement and timely action. Utilize multiple feedback mechanisms, such as surveys to teachers, students and families; exit interviews for teachers that leave schools and deploy a digital version of a suggestion box for everyone in the community.   

Emphasizing measurement – What you measure and focus on will drive behavior.  

Put in place review structures to review data from the surveys, exit interviews, community meetings, etc.  For example, have formalized quarterly reviews of this information with published reports available to the public.  

Create KPIs that reflect not just academic achievement but school experience into the performance assessment of teachers, support staff and principals.  For example, teacher turnover should be part of performance assessment for Principals.

1. What is the most pressing issue the school board must address in the next two school years (2024-25 and 2025-26) amidst budget shortfalls to center students furthest from educational justice? 

First of all, thank you for the opportunity to answer your thoughtful questions. I appreciate all the advocacy you are doing and look forward to engaging with you all more throughout this process. I will try and be brief, but that is not always my strong suit.

Obviously, as the question states, the most pressing issue over the next two years is ensuring that the district is operating within its budget while providing access for all to a high quality education and closing the opportunity gap. As someone who has served as a board member on a multi-billion pension trust that faced deep budget cuts, I know how difficult it can be to navigate a situation where it feels like there are no good options. As I have done in my career, I will approach these difficult choices by asking myself these three questions:

1. Have I listened to all voices? As a board member, yes, I am there as myself, but more importantly I am there representing much more than myself. Have I heard from the community stakeholders? Do I understand the impacts of a decision? And I have properly communicated where I am coming from?

2. Have we explored all options and how do we create long term solutions rather than short term fixes?  I know that when it comes to the budget there is both an immediate reality that must be dealt with, but there are also long-term systemic reasons for perpetual budget issues and we have a responsibility as a board to not just consider cuts, but also work to build long-term sustainability.

3. Are we staying true to our values? I don’t believe that there are any easy choices when it comes to budget shortfalls, but I do believe that those decisions are easier, and easier to communicate, when they are rooted in the goals and long-term vision we have set as a district. In this case, ensuring that those cuts do not deteriorate our ability to close the opportunity gap for our students who have been most impacted by systems of oppression.

2. How do you intend to partner with all families in SPS budget development for 2024-2025 and future years, including proposed cuts and school closures? 

As I shared in my application letter to the board, I am a bi-racial, first generation American from a refuge family. I grew up in a district that was very backwards in many of its policies. But I also happened to have two parents who were special-education teachers in that same district. I know from my lived experience what it is like to be an impacted student. I also know that I could have easily fallen through the cracks of a district like the one I grew up in, if I did not have the privilege of parents who could navigate the system and advocate for me. Community engagement is vital to ensuring that all those students and families who don’t have a simple way of navigating the system, especially as we are facing tough choices, don’t slip through the cracks. Now as a parent in the district, I know over the years how important it has been for my family to feel like our perspective was heard and listened to.

I have spent the last 15 years engaging with low-income workers in Seattle and beyond. I’ve learned that there is no magic formula to engagement; It is simply finding people where they are and spending time (mostly) listening and (sometimes) sharing. When I say finding people where they are, what I commit to is not just listening to those who come to school board meetings to testify, but hearing from members of the community who may not be engaged in traditional ways. The only way to do this is to actually spend time out in the community, show up to events, and ask people when and how it would be most convenient for them to give feedback.

I also think it is important that these conversations don’t happen in a vacuum. I want to ensure that my fellow board members are invited to join me (within the bounds of open meeting rules) at these meetings, and that I join them at meetings in their districts.

Honestly, my favorite part of my “day job” is engaging with people every day, finding people who are often voiceless in a process and hearing what they have to say. This is what I am most excited about if I were to be on the school board.

3. What does SPS need to do to reverse the recent enrollment drop? While birth rates are declining, an estimated 25% of Seattle kids are not enrolled in SPS schools. 

I want to answer this question in two ways. First, to whatever extent the current budget situation is an enrollment issue in addition to a demographic issue and revenue issue, we must do what we can to ensure that SPS is providing an educational environment that encourages families to enroll. To be honest, enrollment issues or not, we all should strive to build a district that is providing a safe, welcoming, world class education for students of all backgrounds and learning differences. As a parent of three children currently enrolled in SPS I have seen some amazing educators, schools, and opportunities in the district. I have also seen and felt some of cracks in the system. I think it is vital that the board engage with families to see how the district can better serve all students.

Secondly, I also think we must be working toward and organizing around some the core issues in our city that are creating this demographic shift. Affordability and housing issues are deeply impacting our young families and forcing many who would happily send their children to Seattle schools out of the city. Whether I am selected to be a board member or not, I will never stop fighting to build a city where people can afford to work and live and raise their families.

4. Do you think SPS should continue to offer families choices between SPS schools, including alternative learning programs, option schools, and open enrollment to other neighborhood schools? 

In a district as large and diverse as Seattle I think offering a whole range of options is important, including option schools and open enrollment. AND, I think as we continue to do so, we must ensure that offering these programs does not needlessly divert resources away from neighborhood schools or negatively impact students of color and students in the lowest economic areas of the district. I believe there are smart ways to continue to have a diverse array of enrollment options while ensuring that these programs target closing the opportunity gap and the students in the district who have been traditionally underserved by our education system.

5. Should the district be required to share with families and school communities an  analysis of how major proposals, such as changes to the Weighted Staffing Standard, bell times, budgets, school closures/consolidations, and school programs, are anticipated to impact student outcomes, equity, and student well-being?

Talking with low-income workers in the city every day, many of them parents, I know that a change in bell time, or loss of an after-school program can be deeply impactful to a family. Obviously, this would be even more true for potential closures/consolidation. I believe the district should absolutely engage in a process to analyze these impacts, particularly with an equity lens. As I said in my above answer, I also believe that transparency and communication is a vital as we make difficult decisions.

6. How will you work to advocate to the state legislature for more school funding? 

I believe the board has a huge role in advocating alongside partners for more funding from the State Legislature. I also think we should be relentlessly creative in our pursuit of any available resources from the City and County, like with recent mental health funding through the city . We also must be building and organizing toward sustainable revenue solutions for our State so we aren’t in this perpetual funding crisis.

I have spent years lobbying in both Olympia and at the City level. I am excited to be endorsed by King County Councilmembers Mosqueda, Zahily, and Dembowski. I believe that I will be able to work with elected officials and community partners to help bring more resources to the district.

But more importantly, this issue comes down to community engagement and organizing. As a single board member all my relationships or lobbying experience will only matter so much. What really matters is engagement. If we want to truly change how our schools are funded and how we raise revenue in our State, it will take families across the district to understand the issue and demand change. That is why the advocacy work of organizations like yours is so important. I believe we must take on this organizing challenge to build the sustainable district that our children deserve.

7. What steps will you take to ensure SPS administrators respond to and solve community concerns, such as those raised to the board and SPS by Rainier View Elementary families for several years? 

I hope you have seen from my answers that I take community engagement seriously, have done so for my career, and will absolutely prioritize engagement and responsiveness as a Board Director. As such, I would expect district staff to equally ensure that they are being responsive to community concerns. While I was able to hear about many of the issues at Rainier View Elementary at the recent board meeting, I won’t claim to know enough about the situation to speak to that issue specifically. However, were I a board director, I believe it would be within my role and, in fact, my responsibility to engage more deeply with the community on the issues and follow up with District Staff to ensure that they were being responsive to the concerns.

1. What is the most pressing issue the school board must address in the next two school years (2024-25 and 2025-26) amidst budget shortfalls to center students furthest from educational justice? 

The most pressing issue the school board must address in the next two school years is consistently evaluating and working towards meeting it’s existing strategic plan, to improve the academic and life outcomes of Students of Color. The board has currently set a strategic plan to center students furthest from educational justice. It is my goal to rigorously assess progress, adopt new solutions that lead towards tangible impact. When one group of students succeed, all our students have the opportunity to succeed. We need to think innovatively about how to address the challenges and invite community organizations, families, and other stakeholders to support this strategic goal.

2. How do you intend to partner with all families in SPS budget development for 2024-2025 and future years, including proposed cuts and school closures? 

As a Board Director, I intend to partner with all families in SPS budget development by fostering transparent and inclusive decision-making processes. This involves actively seeking input from diverse stakeholders, including families, community organizations, and educators, through town hall meetings, surveys, and public forums. I will advocate for the establishment of parent advisory committees to ensure that the voices of families are heard in the budget development process. Additionally, I will work to provide clear and accessible information about proposed cuts and school closures, along with opportunities for meaningful dialogue and feedback.

3. What does SPS need to do to reverse the recent enrollment drop? While birth rates are declining, an estimated 25% of Seattle kids are not enrolled in SPS schools. 

To reverse SPS’ enrollment drop, we should implement a multi-faceted approach that understands and addresses both systemic and localized factors contributing to declining enrollment. This includes enhancing outreach and engagement efforts to empathize with and attract families who may have opted out of the public school system. Every family wants the confidence to know that the Board is working relentlessly at providing high-quality educational options that meet the diverse needs and preferences of students and families, and addressing issues related to safety, affordability, accessibility, and equity. Furthermore, we must collaborate with community partners and stakeholders to develop targeted strategies for increasing enrollment, including outreach campaigns, enrollment incentives, and supports for families transitioning into the district. It’s my goal to make SPS an easy and confident choice for Seattle families. 

4. Do you think SPS should continue to offer families choices between SPS schools, including alternative learning programs, option schools, and open enrollment to other neighborhood schools? 

Yes, I believe SPS should continue to offer families choices between SPS schools. Choice and flexibility are essential components of a diverse and inclusive public education system, allowing families to select the educational environment that best meets their child's needs and aspirations. However, it is imperative that these choices are equitable and accessible to all students, regardless of socio-economic status, race, or zip code.

5. Should the district be required to share with families and school communities an  analysis of how major proposals, such as changes to the Weighted Staffing Standard, bell times, budgets, school closures/consolidations, and school programs, are anticipated to impact student outcomes, equity, and student well-being?

Yes, the district should be required to share with families and school communities an analysis of how major proposals may impact students. Transparency and accountability are crucial in building trust in decision-making processes that affect students and families. By providing comprehensive analyses and data-driven assessments, the district can ensure that families are informed and empowered to participate meaningfully in the decision-making process.

6. How will you work to advocate to the state legislature for more school funding? 

To advocate to the state legislature for more school funding, I will engage in strategic advocacy efforts aimed at raising awareness about the importance of investing in public education and the specific needs of Seattle Public Schools. This includes building coalitions with other education stakeholders, such as parents, educators, and community leaders, to amplify our collective voice and advocate for policy changes that prioritize education funding. I will also work transparently but closely with elected officials and policymakers to develop and advance legislative proposals that address the funding challenges facing our schools, including equitable distribution of resources, increased funding for high-needs schools, and support for innovative initiatives to improve student outcomes.

7. What steps will you take to ensure SPS administrators respond to and solve community concerns, such as those raised to the board and SPS by Rainier View Elementary families for several years? 

To ensure SPS administrators respond to and solve community concerns, such as those raised by Rainier View Elementary families at the SPS Board Meeting on March 6 and previously, I will prioritize proactive follow-up communication to ensure families that their concerns were heard. This includes holding regular meetings with school administrators, parents, and community members to address concerns, provide updates, and solicit feedback. I will advocate for the establishment of clear protocols and procedures for addressing community concerns, including mechanisms for escalating issues when necessary and ensuring timely resolution. Additionally, I will work to foster a culture of collaboration and partnership between the district and the community, where administrators are responsive to the needs and priorities of students, families, and stakeholders. Additionally, I would look to other districts for solutions and best practices.

1. What is the most pressing issue the school board must address in the next two school years (2024-25 and 2025-26) amidst budget shortfalls to center students furthest from educational justice? 

Truthfully, the main issue that we need to address is the overall lack of attention and care to our Seattle Schools, the nearly 50,000 current students, and the teams of educators and staff that make them work. It is not only the Board but the city and the country that have been ignoring our children and look where it has gotten us. Public schools offer the opportunity and responsibility to shape the future of our country. Why are we not investing in them? Why have people forgotten or stopped caring about education? We need people to pay attention and get involved. One of the reasons I have applied for this position is because I recognize and appreciate the value of our public schools and I want to ensure that all of our students have access to a quality public education

2. How do you intend to partner with all families in SPS budget development for 2024-2025 and future years, including proposed cuts and school closures? 

The current proposed cuts and possible future closures are a huge concern for our entire communities. It is not only the students, teachers, and staff. We need to be thinking about the families and neighborhoods as well. Again, we are talking about the future of our society.

We, the entire community, need to come together and decide what our priorities are. The District made a solid first attempt at this with the Well-Resourced Schools meetings. But many people left feeling dissatisfied and unheard. We need to take that feedback and those conversations and turn them into something more meaningful. As we face these budget issues- that are not going away- we may face the choice of deciding between large centralized schools with more programs, services, and clubs, or smaller more localized schools that may not have a large enough student body and staff to support all of the classrooms and programs that they deserve. Not everyone will be happy with either decision, but SPS needs to partner with families and be transparent about the decision-making process. Our communities deserve a voice in the process and information in real time.

3. What does SPS need to do to reverse the recent enrollment drop? While birth rates are declining, an estimated 25% of Seattle kids are not enrolled in SPS schools. 

Interesting that we are finally talking about the enrollment decline. While I do not dispute the fact that birth rates are lower and many families are being priced out of the city, I have long argued that we need to look at why families are opting out of our Seattle Public Schools.

When I brought this up in 2020 and 2021, declining enrollment was already a problem and sitting board members were not concerned about the students that were leaving, they were only talking about the students that had no other options. For many families, paying for private school is a huge lift. And for many others, it is not a possibility. I said then and I say now that we need to be looking at what students and families are hoping to get out of their public education and see if we can align better with their needs.

SPS the services and programs that students and families need, now we need to make sure that students throughout the district are able to access them.

4. Do you think SPS should continue to offer families choices between SPS schools, including alternative learning programs, option schools, and open enrollment to other neighborhood schools? 

Absolutely. I strongly believe that SPS should continue to allow options. If we are serious about equity and reversing the enrollment decline, we need to protect these very popular programs while working to ensure that students throughout the district have access to them.

5. Should the district be required to share with families and school communities an  analysis of how major proposals, such as changes to the Weighted Staffing Standard, bell times, budgets, school closures/consolidations, and school programs, are anticipated to impact student outcomes, equity, and student well-being?

Yes AND this goes back to question number one. There is actually a lot of information out there. I think that SPS needs to make sure that information is available but also to make it better organized and more accessible to families. The people creating and reading this questionnaire are probably some of the most well-informed in the district and if they are anything like I am, they can still struggle to find the information that they need from time to time. While I recognize that it can feel like the District is withholding information, we also need to acknowledge that a lot of it is out there but just not making its way to our families.

6. How will you work to advocate to the state legislature for more school funding? 

I have already begun working with the state legislature. Because of those efforts, I have the sole endorsement from the three legislators from my legislative district. I have also spoken with our State Treasurer. And again, this goes back to the first question and why we have stopped funding our schools. Washington state has the mandate and moral obligation to fund our schools, and additional mandates to reduce classroom sizes, but we are not receiving the necessary funds to make that a reality. With the limits on property taxes and local levies, Seattle and SPS are not able to fill the gap. Now with the current proposed cuts, some classroom supplies will be unfunded and even PTAs will not be allowed to step up and purchase them. We need people from the neighborhood, school, city, county, and state levels to come together and prioritize our public education system. I cannot stress enough that the future of our children- and our society as a whole- is resting on the decisions that we are making today.

7. What steps will you take to ensure SPS administrators respond to and solve community concerns, such as those raised to the board and SPS by Rainier View Elementary families for several years? 

To their credit, the Board and SPS have been working on reaching out and partnering with our communities but there is a long way to go. While they are currently making great strides toward streamlining efforts so that the directors will be more accessible throughout the district, they also need to remember to be flexible. I appreciate that they have a schedule of things to address laid out for the year, and we also need to be cognizant of the fact that there are a lot of concerns that come up and need to be addressed in real time. Rainier View Elementary is one recent (and egregious) example. There are ongoing issues with discrimination and safety that also need to be addressed immediately. I concede that these issues can take time and energy away from the Board’s stated goals and I assert that they are absolutely necessary.