CUSD became one of few districts in the state to achieve all blue and green performance level ratings on the California School Dashboard, the state's accountability tool that evaluates  academic achievement, graduation rates, and equity. This rare achievement is a direct result of our fiercely dedicated teachers and staff, and the vision of administrators under the oversight of our board.

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Our District Tech Leadership Team is working diligently to provide an updated tech policy. I support no tech for TK-1, and development of a strong policy that is based on current research, as well as parent, staff and teacher input. We must ensure that our students gain critical media literacy skills to promote good citizenship and responsible use of AI, so introduction of intentional technology use in early elementary is important.

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We must also balance the desire for less tech use in lower grades with the needs of our families who rely on district-issued technology to communicate with teachers, fill out forms and stay in touch with the district. A harsh no-tech policy will strip these families of a resource to maintain connectivity and for useful tools, such as language translation. This is why I support taking time to consider the broader impacts of policies and the consequences of decisions to all families.

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During my first term, we built the girls softball field and locker room, giving our female athletes equal facilities. Through responsible use of Prop 28 funds, for the first time, we are offering art and music at every elementary school site.

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Our Dual Language Immersion Program, Full Day TK and reopening of the State Preschool at Vista, help to make Claremont a destination district. With support from our Communications Director (a new addition!), we have full transitional kindergarten classes and are seeing lower enrollment decline rates than anticipated. 

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​We have increased enrollment in career-technical education and this fall we will be among the first public school districts in the state to offer career-tech ed at our middle school. CTE in our district is expanding, as president of the Baldy View ROP commission, I couldn't be prouder.

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Last year, we changed the start and end dates of the school year, allowing more opportunities for students to participate in summer internships and work studies. The schedule change also allows our athletes to practice and compete on the same timeline as schools regionally.

During my first term, we adopted the District's Equity Statement. We created more community-based committees, including the Special Education Parent Advisory Committee, The Advisory Council for Black Students and Families. Next year, we will provide space for the Advisory Council for LGBTQ+ Students and Families.

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We opened the district's first Family Resource Center at Oakmont, as well as mental health wellness spaces at both CHS and El Roble. 

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We are focused on increasing participation in the Local Control Accountability Plan survey and have administered a parent survey on technology use so that our District Technology Leadership Team (DTLT) can provide a comprehensive tech policy that best reflects attitudes among staff and caregivers.

In response to an LCAP survey question, CUSD students supported the statement that "school is a place they feel they belong and are included in activities." In 2025, 89% of grade four through six students agreed, up 2% from 2024. For seventh through 12th graders, 84% agreed in 2025, up from 79% in 2024. This was achieved through better mental health services, additional extracurricular options, and more academic intervention and support for teachers. 

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Attendance rates are up (96%) and students are embracing newly-adopted cellphone policies at the middle and high school.

The current CUSD board is first-term, but we have accomplished so much. With stability, we can keep the momentum and continue our track record of growth,  student success and effective governance.

Our relationships with community groups are strong. As part of our service, school board members serve on nonprofit committees and groups, such as the Claremont Educational Foundation, CLASP, Rotary Club of Claremont, Claremont Kiwanis and the Fourth of July honoree selection committee.

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The city of Claremont oversees day-to-day operations of the TRACKS after-school program housed at El Roble, and city staff engage with high school students through the city's Teen Committee and Green Crew. 

I have served on the Claremont Parent-Faculty Association and am a member of the Kiwanis Club of Claremont. My professional work with the Claremont Village Marketing Group, and decades at the Courier, demonstrate my lifelong commitment to supporting engagement. I love Claremont and am grateful every day for the meaningful ways we express our sense of community.

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We need sustained communication and collaboration to keep Claremont a vibrant, welcoming and supportive community for our young people. When the adults work together, our kids thrive.

CUSD has met its financial obligations and received positive certifications. Over the last three years, the board approved the hiring of new leadership across the district, including new principals at Condit, Chaparral, Vista, Mountain View, El Roble, San Antonio High School and CHS.

What does strong school leadership look like? Last year, El Roble committed to raising math scores from 49% to 54% and exceeded that goal. El Roble plans to build on this by pushing for 60% in the coming year. Strong leaders can change a culture.

Our teachers are the experts. Board members must trust staff decisions and work together to develop curriculum and best practices. Board members must ask the right questions and provide encouragement and training for staff success.

Teachers' working conditions are students' learning conditions. We must focus on safe facilities, working technology and provide ample support so that teachers can do what they do best: teach with excellence.

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