HEA/HESPA Questions

High School: Queen of Peace

College: Northern Illinois University

Degree Earned/Major: bachelor’s degree in mechanical engineering, a master’s in business administration

Employer: I-CAR

Position Held: Director, IT Application Delivery

Union Member: No

General Responsibilities:

I am the Director of IT Application Delivery at I-CAR, a non-profit organization dedicated to training technicians on safe and high-quality automobile repairs. I lead a large team of professionals, including QA analysts, developers, product owners, and scrum masters. I manage the agile development process from requirements gathering to development and testing, ensuring efficient and effective delivery of technology solutions.

My team is responsible for coding and configuring all logic within Salesforce, Experience Cloud (website), and B2B Commerce (shopping cart) to support I-CAR’s digital ecosystem. I manage budgets, resource allocation, and cross-functional collaboration to align technology initiatives with business objectives. My role is to drive innovation, optimize processes, and ensure that our digital platforms effectively support I-CAR’s mission.

This role has equipped me with skills in strategic planning, budget management, and problem-solving—skills essential for serving on the school board.

Name

Position Leader of Organization

Women's Industry Network (WIN), a non-profit organization dedicated to supporting and advancing women in the collision repair industry

Member

Parent Teacher Advisory Council

Member

Guiding Team Strategic Plan

Guiding Team Member

Answer: CHALLENGER

I am a mother of three young children—two attending Conley Elementary and one in kindergarten at Mackeben. I also have a sophomore stepdaughter in another district. I have a deep, personal stake in ensuring our schools provide the best education possible. When my husband, Ryan, and I moved to Algonquin in 2016, we chose this community for its strong schools. I am committed to preserving and improving that standard of excellence.

I bring both personal and professional experience that will help me serve our community effectively. I have a degree in mechanical engineering and an MBA. I am the Director of IT as mentioned above. These skills are critical when making informed decisions about our schools, ensuring resources are used wisely, and keeping taxpayer dollars working efficiently.

I’ve been an active participant in our district, speaking at school board meetings, volunteering in classrooms, serving on committees like the Parent Teacher Advisory Committee (PTAC) and the Huntley158 Guiding Team, and attending curriculum nights. These experiences have provided firsthand insight into the district’s strengths and opportunities for growth.

I understand the time commitment it takes to be an effective board member. Now that my youngest is in kindergarten, I feel it is the right time for me to step up and make a greater contribution. I am committed to academic excellence, fiscal responsibility, and fostering a safe, supportive learning environment while ensuring transparency and accountability in district decisions.

Answer:

I envision District 158 as a true destination district—one where academic excellence is the top priority. Our schools should be a place where all students, regardless of background or learning needs, receive the resources necessary to succeed. This includes students who are English language learners, those with Individualized Education Plans (IEPs), and others who may face unique challenges.

Decisions should be data-driven and guided by measurable outcomes, ensuring that we continuously improve and adapt to meet student needs. At the same time, the voices of our community—parents, teachers, and staff—must be valued and incorporated into the decision-making process.

When a student graduates from District 158, they should leave with the knowledge, skills, and confidence to pursue their next steps—whether that be college, a career, technical education, the trades, or another path. Our responsibility is to equip them for success in whatever future they choose.

As an engineer and a child who loved math and science, I have an interest in strengthening our math, science, and STEM programs. By focusing on high academic standards, strategic student support, and collaboration with families and educators, we can ensure District 158 remains a district that families actively seek out.

Answer:

The success of District 158 depends on a strong foundation of academic excellence, fiscal responsibility, and safe learning environments. Our district has talented teachers, dedicated support staff, and engaged parents, but we must ensure that policies and resources align with the goal of student success.

1. Academic Excellence – As a D158 School Board Member, I will advocate for a strong focus on core academics. The Illinois Report Card data shows that while ELA proficiency has rebounded to 54.6% since the pandemic, math proficiency remains low at 40.8%. This gap must be addressed to ensure our students are fully prepared for future success.

    

   Improving academic outcomes requires collaboration between the school board, administration, teachers, and families. As a board member, I will push for a thorough analysis of the strategies that led to ELA improvements and work to apply those successes to math proficiency.

    

   With limited instructional minutes in the school day, it is crucial to prioritize core subjects so that students are set up to excel in subsequent years. Additionally, curriculum areas like science should be evaluated for opportunities to reinforce math proficiency.

    

   Supporting our teachers is equally important. I will advocate for an assessment of whether educators have the necessary resources, professional development, and classroom support to effectively teach core subjects.

    

   I will also continue advocating for optional homework at the elementary level. As a parent, I know firsthand how valuable it is to see what my children are learning and reinforce their education at home. Optional homework would provide families with this opportunity without creating an undue burden on teachers or students.

    

2. Fiscal Responsibility – Investing in the Classroom & Supporting Staff

   District 158 must balance strong schools with responsible budgeting, ensuring that resources are directed where they matter most—supporting students and staff. Property taxes are our primary funding source, and while rates are comparable to neighboring districts, we must ensure spending is efficient transparent and aligned with educational priorities.

    

   As a school board member, I will work with the D158 staff, board members, and the chief financial officer to understand the district’s budget. While budget details are available online, they are not always presented in an accessible format. Currently, updates are buried in long financial documents and board minutes. To increase transparency, I believe the district should provide quarterly updates on the budgets including easy-to-digest infographics on the district’s website. This would help the community see where their tax dollars are being spent.

    

   I believe the district's financial priorities should focus on investing in the classroom, and ensuring funding directly supports teachers, support staff needs, instructional materials, and student interventions. At the same time, we must be diligent in eliminating wasteful spending by conducting a thorough review of the budget to identify and cut unnecessary expenditures. Additionally, I will advocate for exploring alternative funding opportunities, such as grants and partnerships, to bring additional resources to our schools without increasing the tax burden on our community.

    

3. Safe & Structured Learning Environments -

A well-managed, safe, and structured school environment is essential for effective teaching and learning. Teachers and support staff play a critical role in maintaining a positive school climate, but they need policies that empower them—not handcuff them. That’s why D158 must implement firm, consistently enforced discipline policies that prioritize accountability. Instead of endless interventions that let repeat offenders off the hook, we must enforce real consequences for bullying and disruptive behavior.

As a member of the Parent Teacher Advisory Council (PTAC), I have reviewed district discipline data and provided input on policy revisions to address challenges across different grade levels. One of the biggest shifts in recent years is the impact of excessive screen time and reduced socialization—especially among younger students. Today’s kindergarteners are vastly different from those of a decade ago, and we must adapt policies accordingly. While technology has a role in education, we should evaluate whether 1:1 Chromebooks should be reserved for older students. Reducing screen dependency in younger grades will help children develop essential social skills, interact more with peers, and engage in collaborative learning experiences within the classroom.

Beyond physical safety, we must also tackle the growing threats of bullying and cyberbullying. Clear, consistently enforced policies are essential to combat these issues, and parental rights must come first. Parents should be immediately notified if their child is involved in bullying—whether as a victim or an aggressor.

We must also be vigilant about students' online activity to protect them from harmful content. A recent ProPublica investigation highlighted the dangers of online networks that glorify violence and radical ideologies, with some students even accessing dangerous content through school networks. To protect our students, D158 must strengthen online filtering to block harmful websites, expand digital literacy education to help students recognize online dangers, and increase parental involvement through workshops and better communication.

Ensuring a safe and structured learning environment—both in-person and online—requires strong leadership, accountability, and community collaboration. That means reinforcing traditional values like respect, responsibility, and discipline. Teachers deserve support, not soft policies that fail to maintain order. D158 must empower educators to manage their classrooms without fear of retaliation.

Finally, school safety starts with discipline, not feel-good policies. Strengthening partnerships with law enforcement and School Resource Officers (SROs) is essential. We must put victims first, not repeat offenders. D158 deserves leadership that stands for strong discipline, parental rights, and real accountability. That’s what I stand for, and that’s what I’ll fight for on the school board.

Answer:

I believe we have a strong school district, which is why my family chose to move here. Our district excels in many ways, particularly in the dedication of our teachers and staff, who truly care about supporting and educating our students.

As a parent of three children in the district, I see firsthand how much they enjoy school. There is never a struggle to get them out the door in the morning; they look forward to their school day and come home generally happy. That speaks volumes about the positive environment our staff and community have created.

Programs like PAWS for Rewards, school concerts, field trips, and assemblies take time and effort, but they make a difference in keeping students engaged and excited about learning. These initiatives, along with strong academics, play an important role in shaping a great educational experience.

That said, there are always opportunities for improvement. Parents should have more transparency and input in the curriculum and policies that affect their children. We must also ensure that academic standards remain high so that students are well-prepared for future success. I know that the Parent Teacher Advisory Committee and Curriculum nights were added to serve this purpose. I have been an active member of these. However, attendance is fairly low outside of staff. The families that do attend are usually the same. I’d like to understand why others do not attend and see if format or time changes could increase engagement. There is a calendar of all events – which is helpful but I’m unsure how many in the community utilize this. Creative solutions will be needed to reach more stakeholders.

The board must also ensure transparency in curriculum decisions, especially for pilot programs. My children participated in a pilot math program, yet I was never formally informed or given the chance to provide feedback. The board should advocate for clear communication and structured input from parents, teachers, and students to uphold academic excellence and community trust.

By working together—parents, teachers, and the community—we can strengthen what is already great about our schools while addressing areas that need attention.

Answer:

I believe that unions play an important role in advocating for teachers and ensuring they have the support, resources, and fair compensation needed to be successful in the classroom. When unions work in the best interest of educators, they should be a part of the collective bargaining process to help secure competitive wages, benefits, and working conditions. In my professional role as a director of IT, employee morale is extremely important to me, I strive to ensure everyone in my department, and those I work with across the organization are happy and engaged. I would bring that same mindset to my position as a school board member.

My sister is a teacher who lives in Wisconsin, but she chooses to work in Illinois because the strength of the union here has resulted in better pay and benefits. This firsthand experience has given me an appreciation for the impact unions can have in shaping the teaching profession and retaining high-quality educators.

If elected to the D158 School Board, I see myself as a collaborative partner in the collective bargaining process. I value open communication and believe that successful negotiations require transparency, respect, and a shared commitment to both the needs of our educators and the financial health of the district. My goal is to work alongside the union to find solutions that support teachers while maintaining fiscal responsibility, ensuring that our schools remain strong and sustainable for the long term.

Answer:

A strong school district is built on dedicated, passionate educators and support staff who go beyond the classroom to inspire, mentor, and guide students. Many of those who work in our schools also have children in the district, making their investment in our schools both professional and personal. To foster a positive working environment, we must ensure that staff feel valued, supported, and compensated competitively with surrounding districts. It speaks volumes to the community we are all a part of that so many teachers and staff choose to live and work in this community.

From their main classroom teachers to specials teachers, to special education teachers, my children have had the privilege of learning from exceptional educators in this district. I have always felt confident knowing they are in the hands of skilled professionals who care deeply about their success. Our teachers work tirelessly, investing time, energy, and even their own resources to create engaging learning environments. Their commitment deserves not only our gratitude but also tangible support in the form of competitive pay, opportunities for growth, and respect for their expertise. By prioritizing and uplifting our teachers, we strengthen our schools and ensure every child receives the high-quality education they deserve.

The same goes for the support staff. My children have connections with staff ranging from bus drivers to lunch supervisors, to paras. All are vital in ensuring they have a good educational experience.

Beyond wages, fostering a supportive work environment means prioritizing professional development, ensuring staff have the resources they need, and creating a culture that values their contributions. Teachers and support staff should have access to ongoing training and opportunities for growth. Transparent communication and collaboration between administration and employees are essential to building trust and respect.

Fiscal responsibility is critical to making these investments sustainable. Reviewing the budget to eliminate wasteful spending will allow the district to prioritize competitive compensation for teachers and support staff. Strengthening schools starts with retaining and investing in those who dedicate their time, energy, and expertise to educating and supporting students.

Answer:

I am not fully aware of the specific contention between the Board of Education and community stakeholders, but I would welcome examples to better understand the concerns. As a newly seated board member, my priority would be to learn how the district operates, what is working well, and where improvements may be needed—both from the district’s perspective and the community’s.

Since my son started kindergarten in D158 in 2020, I have been an active and engaged parent, advocating for the best interests of our students and families. In those early years, I often felt that my voice—and the voices of other parents—were ignored, which was frustrating. But that didn’t stop me from looking for constructive solutions that support all families. Instead, it motivated me to stay involved, attending school board meetings, volunteering in the district, and serving on key committees to push for transparency and accountability. Ultimately, this led me to my decision to run for the school board.

As a school board member, I will ensure that all parents, all community members, and all staff are heard. I will listen to concerns, ask tough questions, and work to foster open and honest communication. Our schools should reflect the values and priorities of the families they serve, and I am committed to making sure every voice matters.

Collaboration is key. In my professional role, I do not make decisions in silos; I work cross-functionally across internal and external teams to find the best solutions. I plan to bring that same approach to D158—fostering open communication, transparency, and a shared commitment to student success.

Moving forward, I believe the Board must establish a culture of respect and constructive dialogue, ensuring that decisions are made with a focus on academic excellence, fiscal responsibility, and the well-being of our students and staff. By working together, we can create a stronger, more unified district that serves all stakeholders effectively.

Answer:

In 2022, I attended the school board meeting where HESPA members passionately advocated for fair wages. It was a powerful experience to hear firsthand accounts of staff struggling to make ends meet, with some earning less than retail workers at Target, despite their dedication to serving our students. Many shared stories of enduring pay freezes, reduced hours, and the increasing demands of their roles.

HESPA workers are an integral part of our schools, providing essential services that keep our district running smoothly. These individuals work tirelessly to ensure our students have a safe, clean, and well-functioning learning environment. Yet, without competitive wages and fair treatment, we risk losing these skilled employees to other districts or industries.

As we move into negotiations for a new support staff contract, the district must take a balanced approach—one that prioritizes both fiscal responsibility and the retention of dedicated staff. The cost of turnover—recruiting, hiring, and training new staff—is often higher than properly compensating the hardworking individuals we already have. There is also value in the connections made between staff, students, and families to maintain consistency and longevity in our staff members. A familiar face picking the students up from the bus stop on the first day of school or a lunch supervisor who knows that a child or their siblings has a value that can’t be measured.

To attract and retain quality employees, I propose several things. First, we should understand the market analysis of pay for these roles, so we are pay competitively to neighboring districts. Second as mentioned above we should prioritize spending on people. They are the district’s most valuable resources. To do these other unnecessary costs may be eliminated or reduced to free up funds. Third, as part of these negotiations, any other concerns related to workloads and adequate staffing levels should be addressed to ensure the staff have the proper support to perform their jobs. I hope that nothing is a surprise during these negotiations and that there is already a collaborative open approach, if there is not then the foundation for more collaboration and regular meetings should be established. Lastly, ensure there are recognition programs in place to highlight support staff and their contributions.

The district must make responsible financial decisions to ensure that all employees—especially those on the front lines of our schools—receive fair and livable wages. Our students benefit when we retain experienced and dedicated staff who feel valued and respected. As a school board member, I will advocate for solutions that keep our district financially stable while ensuring that no employee feels undervalued or overlooked.

Answer:

While this is a federal issue, my job as a school board member would be to ensure that D158 is prepared for any funding changes.

Currently, our district receives about $4 million in federal funding. If that funding were cut, programs such as these may be affected:

1. Special Education Funding (IDEA): As a mom of children with a 504 plan and an IEP, I know firsthand how critical these services are.
2. Title I Funding: Supports schools with a higher percentage of low-income students.
3. School Nutrition Programs: About 12% of D158 families rely on free or reduced lunch programs. Food insecurity is a harsh reality.
4. Mental Health & Student Support Grants: fund school counselors and student wellness programs.
5. Bullying & Cyber Safety Programs: Internet safety is more important than ever.

I support local control over education—where parents, teachers, and the community have the strongest voice. If federal funding changes, I will work with the community to protect valuable programs and explore ways to reallocate resources rather than implementing abrupt cuts.

Regardless of what happens at the federal level, my commitment remains the same: ensuring D158 is strong, well-funded, safe, and focused on academic excellence.

Answer:

Huntley Community School District 158 is strong, and I believe our schools are doing a good job educating students. As a school board member, I would work collaboratively with teachers, school administrators, and the community to ensure we continue fostering an environment where all students can thrive.

Academic Excellence & Curriculum Transparency

The proficiency concerns and how to address them were mentioned above. One additional piece I’d like to add here is the community’s ability to understand how their student, school, and the district are performing. The Illinois School Report Card data is a great resource. It would be nice if there was a readout for families to see where their child falls along with the school and the district.

Fiscal Responsibility & Budget Prioritization

As a board member, I would take a fiscally responsible approach to district spending. It is essential to ensure that tax dollars are being used efficiently, prioritizing classroom resources, teacher support, and student programs. Financial transparency is critical, and I would advocate for clear reporting so that parents and community members understand how funds are allocated. Again, this data is all available, but it is not easy to digest. Quarterly updates on the district website with highlights would be helpful.

Student Behavior, Discipline, & School Safety

Maintaining a safe and productive learning environment is essential for both students and teachers. I support strong, enforceable discipline policies that create a respectful classroom environment where teachers have the authority to manage student behavior effectively. Additionally, I believe in continuing to enhance school security measures to ensure all students and staff feel safe at school. Parental involvement is key in these efforts, and I would work to strengthen collaboration between schools and families.

Special Education & Student Support Services

As a parent of children with both an IEP and a 504 plan, I have firsthand experience with the district’s special education services. I believe D158 does a good job supporting students with disabilities. However, the achievement gap data from the Illinois Report Card suggests that students with disabilities and ELA have been disproportionately affected. Tailored interventions, additional resources, and individualized instruction can bridge gaps and improve outcomes for all learners.

I am committed to ensuring that D158 remains strong, well-funded, and focused on academic excellence. With my leadership experience, financial expertise, and deep community involvement, I am ready to bring transparency, accountability, and strategic vision to the D158 School Board.