Over my time on the board, we have continued to invest in the strategies that improve student outcomes, while eliminating outdated approaches or fragmented efforts. We listen to our teachers, principals, and instructional leaders, adjusting support where most needed and growing rigorous coursework and career pathways. We are also re-evaluating the use of technology in the classroom and expect to make some upcoming changes. I know that each and every scholar has the capability to succeed, and it’s our job to create the classrooms and opportunities that unlock their passion and potential.

When students see purpose in their learning and believe they can impact their own outcomes, they lean into their learning and achieve at higher levels. We have increased our career and technical courses and tracks, allowing students to earn industry-recognized credentials and certifications (such as CPR, EMR, or nursing assistant credentials. Through advisory programming, we teach students the skills and competencies to challenge themselves and apply their strengths to their learning. We are increasing the number of students successfully engaging in rigorous coursework.

This past year, as Board Chair and in partnership with district leaders, I led the establishment of new listening sessions that included parent and community survey input, in-person discussion, and collaborative problem-solving. The input resulted in specific actions and 2026-2027 priorities based on the sessions. This included re-evaluation/reduction of students' technology use and its use in instruction, student supports for behavioral concerns, and stronger initiatives for academic achievement. I am excited to continuously improve our approach by taking listening sessions out to where our families are rather than asking them to come to us. We also have a new Parent and Caregiver Academy initiative underway to provide families with the information and skills they need to best support their scholars.

Watch for more information as we move into the school year!

As board chair, I have welcomed the difficult discussions and examination of key issues that need to be addressed. We are creating a culture that encourages constructive challenge and solution-oriented approaches. My expectation is that our leaders seek transparency and feedback at every level of the organization. Our financial planning processes are open, and our data is accessible to all. We have continued to invest wisely and have received strong support from our taxpayers and community.

Early in my board tenure, I led the development of new values that emphasized honor, integrity, high standards, accountability, belonging, inclusion, creativity, ideas, confidence, transparency, and intrinsic value. Since then, the board has hired amazing leaders who have focused on school climate to ensure scholars, teachers, and staff thrive. We also instituted strong cell phone policies. We are seeing significant improvement through our stakeholder survey results, academic programs, and incredible building improvements.

In addition to school culture, we have focused on school safety, with secure school entrances and advanced safety technology. We have a nationally recognized School Resource Officer program. Our officers create a safe environment, establish positive relationships with students, and protect against any potential safety threats. When state legislation forced SROs out of our schools in 2023, I sponsored a board action calling for legislative changes to enable their return. Unfortunately, it did not pass on a 3-3 vote, but luckily, the legislation changed in 2024, and our SROs returned to our schools. I will continue to support our SRO’s.

Our district is regularly recognized for our financial excellence with the Certificate of Excellence in Financial Reporting and School Finance Award. We are one of the very few districts in Minnesota that has a strong fund balance and has not made large budget cuts. We have a financial process that requires reductions for any proposed new spending, and the board tightly governs operating spending outside of the union negotiation process and works respectfully with our unions to come to agreement on employee compensation and benefits. With inflation, health care costs, and pressure on salaries and benefits, we have prioritized cost containment and spending efficiency in our long-term financial planning. I take taxpayer resources very seriously and view them as a core accountability to ensure a positive return for the community and for student outcomes.

Osseo has always had a strong 10-year facilities maintenance plan. During my tenure, voters supported our Building a Better Future bond referendum. This resulted in every school receiving facility improvements and safety upgrades, including secure entrances. We have now opened a new school in Maple Grove, Aspen Ridge, supporting the development and growth needs in that area of our district, and will open a new repurposed site in Brooklyn Park next year.

The use of technology and our understanding of its benefits and drawbacks have changed rapidly. Research clearly demonstrates the negative impact that technology and screen use have on brain development in youth. The entire board spent time educating ourselves in response to feedback from students, parents, and teachers. We have implemented immediate measures, including restricted access to applications and AI at certain grade levels, and a moratorium on tool additions. We have an initiative underway to ensure technology use is aligned with high-quality instruction. We will also ensure that we provide appropriate technology training so our students are fully equipped to succeed in a world that already requires knowledge and skills in technology and AI.