Campaign Platform of 5 Pillars

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Vision:

We owe it to the people who support our students to support them back with competitive compensation, professional growth opportunities, safe working conditions, and robust resources to continue serving our RUSD students & families with pride. More specifically, our classified staff is the backbone for the day-to-day lives of our students, and we must ensure they have an equal seat at the table and a true opportunity to thrive.

Competitive Compensation & Benefits

We all can relate to the paycheck-to-paycheck living right about now! Food for thought: say inflation goes up 7%, the state cost-of-living adjustment is 5%, and classified employees only receive a 1% raise. On paper, “We gave employees a raise,” but in reality, that worker is still losing purchasing power because everything around them is getting more expensive much faster than their pay is increasing.

Advocate for sustainable compensation and improve benefits that reflect today's cost of living and the financial realities that RUSD employees are facing, while maintaining the district's long-term financial stability. My priority is pursuing every available state, federal, county, and grant funding to improve operational efficiencies, which can allow for more district resources to be invested in our employees and students.

Classified Feedback:

In life, sometimes we are told to take what we can get, but what happens when what we get is not sustainable? During these times, we are consistently told there is NO MONEY, yet we watch as those in power are financially enriched! Classified employees have raised concerns that compensation has not kept pace with the rising cost of living. During negotiations in which contracts were expired (contract term 2021-2024), conversations took place from March 2025 to March 2026. The district proposed a 2.5% ongoing salary increase with NO retroactive pay back to July 1, 2024.

Early retirement incentive for classified was offered at 63% non-negotiable & hard cap, eligibility 55 years old & 10 years of service. There was no room to negotiate, but expectations would have been 84% due to previous years for teachers & the former Superintendent being able to agree on this amount.

We all can relate to healthcare becoming increasingly unaffordable. CSEA Chp 133 asked for a raise in the healthcare cap from 1500 to 2k. Instead, a staggered cap was offered of $100 in Jan 2026, bringing the cap to $1,600, and $300 in Jan 2027, soon bringing the cap to $1,900. This deal comes TWO YEARS late!

Teacher Feedback:

Communication

Rowland Unified has multiple communication platforms; many teachers feel communication is often delayed due to a lack of urgency and transparency. Important decisions are often shared at the last minute, leaving little time for staff to prepare or ask questions. Teachers report that they sometimes learn about new initiatives at the same time as students and parents, making it difficult to answer questions or support families effectively. Earlier communication from the District Office, followed by timely updates from site administrators, would improve planning, implementation, and trust.

College and Career Readiness

The district identifies college and career readiness as a priority; some teachers feel many students enter high school without understanding the A–G requirements needed for college eligibility. This can be challenging for first-generation college students and families, who may not receive this information early enough to make informed course selections.

Teachers believe college and career planning should begin before high school so students can choose pathways that align with their goals. A suggestion is fostering a districtwide college-going culture where all staff, including teachers, counselors, coaches, and support staff, have a basic understanding of A–G requirements and can help guide students. Early awareness of these requirements could also encourage stronger preparation in subjects like math, which often serve as a gateway to future educational opportunities.

Staffing Priorities

Some employees question district budget priorities, expressing concern that vacant positions created by retirements are not always being filled due to financial constraints while leadership compensation has increased or is being considered for increases.

One example shared was the retirement of a counselor at Rowland High School, where the position to date has reportedly not been replaced. Staff expressed concern that this could end the practice of counselors staying with the same students over multiple years, requiring students to be reassigned and increasing counselor caseloads. Teachers worry this may reduce continuity of support and make it more difficult for counselors to build and maintain strong relationships with students.

Fiscal Responsibility

Fiscal responsibility should prioritize maintaining the positions that have the most direct impact on students, including teachers, counselors, instructional aides, and translators, rather than reducing these roles during budget constraints. Teachers have expressed concern about the elimination of paid summer preparation time. It’s been acknowledged that preparing classrooms, planning lessons, and making copies cannot realistically be completed within the contractually provided workday before school begins; many teachers continue doing this work on their own unpaid time to ensure classrooms are ready for students. As with other budget decisions, some employees questioned leadership compensation increases while staffing reductions, unfilled positions, and reductions in employee support continue to be cited as necessary cost-saving measures.

Professional Development, Recruitment & Retention

Most hardworking people want the opportunity to grow & advance in the workplace!

Opportunities for professional development exist, but are they equally accessible, tailored to employee needs, or available for classified staff? I want to maximize the value of existing professional development and advocate for the departments of classified staff to have greater opportunities to discuss further development. My goal isn't simply to add more programs; it's to evaluate what is working, improve participation, and ensure employees have meaningful pathways to develop professionally and remain at Rowland Unified. Retaining experienced employees can reduce expensive turnover, recruiting, and training costs. High turnover rates create instability, increase hiring and training costs, and ultimately affect students. The goal is to understand why employees stay or leave, identify the trends, and implement improvements where necessary.

Safe Working Conditions

Safety first is a natural desire for our kids. That same expectation should be extended to our hard-working staff, especially for those who encounter situations we may not always be aware of. Employees deserve classrooms and workspaces with functioning equipment, adequate supplies, well-maintained facilities, appropriate security measures, and clear support when challenges arise. Whether it's aging facilities, repetitive physical demands, emergency preparedness, or behavioral incidents, every employee should feel supported in doing their job safely.