I believe mastery of grade-level standards is the strongest measure of academic success. Student success also includes academic growth, critical thinking, problem-solving, engagement, attendance, and preparation for college, careers, or other future goals.

Grading should accurately reflect what students know while supporting learning and growth. Standards-based practices can be valuable, including focusing on mastery, providing opportunities for re-teaching and reassessment, and separating academic performance from non-academic factors.

When a grading policy creates significant concern among teachers, students, and families, it deserves thoughtful evaluation. I would listen to frontline educators, review student outcome data, and assess the impact on academic rigor, equity, and college readiness. Families deserve grading systems that clearly explain what students know, where they need support, and whether they are meeting grade-level expectations.

I want every student who is prepared and motivated to have access to rigorous coursework that supports their educational goals.

I would review course enrollment, waitlists, staffing capacity, and scheduling constraints to identify barriers to Advanced Placement courses and other challenging academic opportunities. If demand exceeds capacity, we should explore expanding sections, reviewing AP eligibility beginning in sophomore year, and using Virtual Academy resources to increase access to A-G approved courses while maintaining high academic standards.

We must also balance AP offerings with special education services, the arts, career pathways, apprenticeships, and skilled trades. Every student deserves a visible, accessible, and fully supported path to success after graduation.

When students struggle, early intervention is essential.

We should use data to identify learning gaps, expand targeted academic interventions, strengthen tutoring and our multi-tiered system of supports, and ensure teachers have the resources they need.

Programs such as Redwood, summer school, and the Virtual Academy provide valuable safety nets, but we need stronger support before students reach high school. Waiting until students are juniors is too late.

Our goal should be to identify struggling students as early as elementary school, provide timely interventions, and prioritize programs with proven results so every student has the opportunity to meet grade-level expectations and graduate prepared for their future.

Interdistrict transfers provide opportunities for families while helping maintain enrollment and funding as many neighboring districts experience declining student populations.

They also create long-term financial, staffing, and classroom commitments that must be carefully managed. Decisions should be based on enrollment projections, classroom capacity, fiscal sustainability, and the needs of students who reside within CVUSD.

I would regularly review enrollment and financial data to ensure transfers continue to benefit the district without compromising educational opportunities. We must also prepare for changing regional trends, including the possibility that neighboring districts could restrict outgoing transfers and significantly affect future CVUSD enrollment.

I support future school bond or parcel tax measures when there is a demonstrated need, clear accountability, and strong community support.

While I was disappointed Measure B did not reach the required 55 percent approval threshold, I also believe we asked too much of the community and should have pursued a lower bond amount. The result reinforced the importance of transparency, realistic priorities, and public trust.

As our facilities age, we must focus first on safety, deferred maintenance, and projects that directly support student learning. We should carefully evaluate enrollment trends, avoid overbuilding, phase projects responsibly, and clearly explain every funding decision.

School safety is not one program or one person. It is a layered system built on preparation, accountability, and shared responsibility.

I would support an annual School Safety Accountability Report that publicly reviews emergency preparedness, staff training, bullying and discipline data, mental health supports, campus security, and school climate.

I support clear behavioral expectations, consistent enforcement, restorative practices when appropriate, and meaningful consequences when safety is threatened. Staff should receive regular emergency training because they are often the first responders. Families also play a vital role, and strong partnerships with parents are essential to creating safe, respectful learning environments.

Teachers and staff deserve to be heard before policies affecting their classrooms and working conditions are implemented.

Confidential personnel matters must remain confidential, but the district should communicate its procedures as transparently as possible. I support reviewing personnel transfer procedures with our labor partners while respecting negotiated collective bargaining agreements.

Throughout my years serving on parent organizations and district committees, I have worked with people who held different opinions. Disagreement does not have to become division. I focus on understanding the reasons behind someone’s perspective, asking questions, and finding common ground whenever possible.

Strong governance requires respectful dialogue, thoughtful compromise when appropriate, and informed decisions that serve students and the district as a whole.

Trust is built through consistent, honest, and timely communication.

We must close the communication loop by responding to families and community members promptly and ensuring they understand how and why decisions are made. I support expanding opportunities for community engagement before major policy changes, providing accessible budget presentations, and making district information easier to understand.

Even when people disagree with a decision, they deserve to know their voices were heard and considered. I would also support an annual board evaluation process to strengthen accountability, improve governance, and ensure the board continues serving our community effectively.