School Board Candidates
This District 47 School Board Candidate Questionnaire and Parent Guide were created by members of the Crystal Lake D47 Parent Group Advisory Council (PGAC), a non-partisan group of PTA/PTO volunteers who do not endorse specific candidates. The district was not involved in developing the questions or responses below and is simply sharing this information to inform the community. School Board candidates provided their answers, which have been posted unedited. Election Day is April 1, 2025.
D47 Board Parent Election Guide 2025
School Board Candidate Q&A
- Dr. Debra Barton
- Dr. Andrew Buckler
- Lea Grover
- Alena Hansen
- Maria Krause
- Mike Mueller
- Jim Nelson
- Devon Hubbard Tessmer
Dr. Debra Barton
What is your past experience with District 47 and what is your current connection with the district?
In 1994, my husband and I moved to Crystal Lake. Our two children went through District 47 and graduated from District 155. I have worked as a special education teacher and administrator for 33 years, with a few of those years in District 47. When I retired, I ran and was elected to the Crystal Lake Elementary D47 School Board.
What motivates you to run for the school board and what do you hope to accomplish?
I originally ran to be on the school board because I wanted to continue serving the educational system in my community. While on the board, I voted with my fellow board members to approve the new CLETA contract, the new Strategic Plan, and the revised Middle School Boundaries. I have participated in the Student Learning Committee, Transportation Joint Advisory Committee, Parent Group Advisory Council, Contract Negotiations Committee, School Boundary Committee, and Strategic Planning Committee. I look forward to continuing this valuable work!
What would you consider to be a successful school district and how do you plan to achieve those characteristics in D47?
As stated in our new Strategic Plan, a successful school district inspires innovation and academic growth through an inclusive community so that each and every student and staff member succeeds within and beyond the classroom while we remain fiscally responsible. As a board member, I can work with my fellow board members to achieve these characteristics by approving the budget for an innovative and challenging curriculum, approving policies that support all children, approving balanced budgets, and eventually hiring a new superintendent who shares these same goals and beliefs.
What role do you feel the school board plays in the academic success of D47 children and schools?
As a board member, I have encouraged academic success for our students by voting to approve the purchase of high-quality curricula and professional development. Along with most of my fellow board members, I voted to approve the new Strategic Plan, establishing academic success as one of the district’s top values. We receive quarterly progress reports about the students' success to ensure the staff's hard work accomplishes the district’s goals. I have also had the opportunity to be a part of the Student Learning Committee for the past four years. We meet monthly to discuss the current work of the Curriculum, Instruction, and Assessment Department and provide feedback to the assistant superintendent and her directors.
How would you support the district's teachers and support staff?
As a retired teacher and administrator, I have a strong kinship with the teachers and support staff in District 47 and know how hard they work for our children. As a board member, I have approved pay raises for support staff and bus drivers. I also voted to approve the new contract for the teacher’s union to ensure they are appropriately compensated for their hard work.
What do you love best about District 47 and what do you see as some of their biggest challenges?
I love that we provide a safe and secure educational environment for all of our students, which would not be possible without the dedication and compassion of our staff. I am extremely proud of the many opportunities we offer to our students, whether that would be through the exceptional core curriculum, music programs, drama, the arts, athletics, STEM, Extended Curriculum, Dual-Language programming, or our special education programs, not to mention the many clubs and organizations available to our students. As a district, we provide excellent opportunities and continue assessing how to improve.
One of the challenges we face is that not all of our students are making the academic progress we would like to see. I congratulate the staff for being innovative in their thinking and continuing to search for the best curriculum and instruction for our students, especially as their needs change. I also take the challenge of being fiscally responsible and good stewards of taxpayer dollars very seriously. If we do not maintain a balanced budget, then the district’s programming and ability to recruit and retain staff will be impacted. Finally, as with many organizations in our country, we struggle with effective communication. Misinformation and threatening language have unfortunately occurred in the district. We all need to work to do better, to discuss issues respectfully, and to treat each other with kindness.
How would you ensure every child has a voice in the district and make sure their needs are met?
As a special education teacher and administrator, I have dedicated myself to advocating for children with diverse needs. I appreciate the opportunity to continue this work as a board member. Our board policies ensure equal educational opportunities for all students. Our mission statement is to empower all students, and equity is the first belief of our new strategic plan. I support all of these statements. I have advocated for them to be part of the district’s guiding principles and will continue to do so.
What role, if any, should our schools play in supporting the social, emotional learning for our students?
A student’s social and emotional well-being provides the foundation for all other learning. I am proud of the district's work in supporting students’ social-emotional learning. We obtained a school-based mental health grant and established the Director of SEL position. We provide school social workers, psychologists, and counselors in every school building and partner with resources outside the district. Through these services, we can support all of our students so that they can reach their full potential.
What steps would you take to support mental health resources for students and staff?
As a board member, I would promote policies that prioritize mental health resources, approve budgets that include them, and encourage communication about them so that all students and staff know what resources are available.
How would you prioritize the district’s budget to ensure that resources are allocated equitably and effectively?
A school board member's biggest responsibility is balancing high-quality educational programming with financial stability. I am mindful of this responsibility when making financial decisions, such as approving new curriculum initiatives or new teachers’ contracts. When budget cuts are needed to maintain a balanced budget, we should consider programs that have minimal impact on student learning or could be reorganized to be more efficient while still benefiting our students.
What is your perspective on addressing disparities in student outcomes across different demographic groups?
Students learn differently, and some demographic groups need more support than others to be successful. We need to continue to analyze student outcome data, research why some groups may be struggling more than others, and provide the support required for all students in D47 to succeed.
What is your vision for supporting arts, sports, and other extracurricular programs in the district?
One of our greatest strengths in D47 is the variety of opportunities we provide our students. This diversity in programming truly benefits our students because they can find a variety of areas in which to succeed. As a board member, I have supported the district's arts, music, sports, and extracurricular programs. I plan to continue to do so by supporting our staff as well as the financial commitments to these programs.
How would you address issues like bullying, school safety, and disciplinary policies?
I have researched the district’s policies regarding bullying, school safety, and disciplinary actions and found them meaningful and appropriate. When issues have risen to the board level, I have always voted to support our policies and practices prohibiting bullying. While I was on the board, the district created a Director of School Safety position and completed a Safety Assessment for each school. Because of the safety assessment, modifications have been made to procedures and our school buildings when needed. I have encouraged the administration to continue implementing restorative disciplinary practices and provide professional development to staff about them.
Do you feel the current policies are working?
I do feel the policies are working and provide the staff with appropriate guidelines for implementation. I have seen the policies utilized fairly and with equity to protect all students. Unfortunately, bullying can be insidious, so any policy should be paired with social-emotional training about what to do when you or a friend are being bullied.
Given the recent changes in the White House administration and the shifting policies from the Department of Education, how do you plan to ensure that school district is adequately prepared for potential impacts and what steps will you take to advocate for the needs of students and educators?
Equity and the desire to educate ALL of our students are high priorities, exemplified in our previous and new strategic plans. I do not see a greater purpose than helping all of our students succeed. The potential impact of the many executive orders is overwhelming. We need to take a moment and not overreact. No one knows how the executive orders will impact us in District 47 once they are filtered through the court system, federal legislation, state legislation, school code, our school attorneys, and recommended board policies. I have always approved policies and encouraged practices that help ALL our students feel safe and supported in our schools, and I will continue to do so.
Can you comment on the recent changes being made in D47 programs for gifted and talented learners (EC) and how do you believe these students should be given equal opportunities for learning?
I certainly understand and respect parents' concerns about reorganizing programs that they feel have benefited their children. I also know that change can be hard but sometimes necessary. Moving forward, I will encourage the administration to monitor student progress in the EC program to ensure that they continue to be successful and have the opportunity to reach their full potential.
Is there a decision made by the current school board that you would have approached differently? In hindsight, what alternative options do you think could have been considered?
In August of 2023, the board was asked to approve contracts for paraprofessionals who were hired through a staffing agency instead of hiring staff as district employees. We were starting the school year and did not have staff in 9 of the most crucial paraprofessional positions in the district. The contracts were for approximately three months so that students could start the year with these supports in place, and the district would have a few more months to find district-employed personnel to fill the positions permanently. I voted to approve the contracts because, ultimately, I did not want the children to go without these valuable resources. However, I felt the process was rushed, and communication with the board, the Crystal Lake Association of Support Staff (CLASS), and the community could have been handled better. Since then, I have asked the Associate Superintendent of Human Resources for periodic updates regarding our open positions and which positions continue to be filled by contracted staff so that the board can closely monitor the progress of hiring district staff whenever possible and reducing the number of contracted employees. As a district, we no longer contract any paraprofessionals, and all contracted employees only fill positions where there are nationwide shortages.
The board members elected will eventually have the responsibility of hiring a new superintendent, what qualities do you feel are important for the next D47 superintendent to have?
I feel a high-quality superintendent needs to be a strong communicator. They work with various stakeholders, all having different priorities, and the superintendent needs to be able to listen to everyone’s concerns, build consensus, and find ways to compromise so mutual goals can be achieved. The superintendent will receive criticism from various sources, some constructive and some not constructive. They need to maintain a positive attitude, not become defensive, and be able to see the value in others’ viewpoints, even when they may differ from their own.
Dr. Andrew Buckler
What is your past experience with District 47 and what is your current connection with the district?
My experience with D47 is as a parent and community member. My family moved to Crystal Lake almost 18 years ago, and the main reason we chose here over other areas was the reputation of the school district. My two sons began kindergarten at Husmann, and both graduated from both Hannah Beardsley and Central High School. They had wonderful experiences during their time in the district. My daughter is currently in the 4th grade at Husmann, so she is being directly impacted by all the recent decisions by the school board.
What motivates you to run for the school board and what do you hope to accomplish?
My motivation to run for the school board began as I have watched so many teachers and staff members leave our district. That is a red flag for me because great teachers have been at the center of the success this district has had, and they were and are vital to the great experiences my children have had and are having in D47. In terms of what I want to accomplish, I want to create a more open and transparent relationship between the board and the teachers/staff/parents/community. For me, keeping parents informed how decisions are being made is very important, and I have seen too many examples recently that tell me this is not the case. Overall, I want to ensure that all stakeholders are not only on the same page in terms of issues at hand but are also working together to solve them to create the best learning environment for the students of this district.
What would you consider to be a successful school district and how do you plan to achieve those characteristics in D47?
A successful school district is one that does everything in its power to create a learning environment that nurtures learning for all students. That requires the district to make smart financial decisions that positively impact students. That requires the district to work with teachers, staff, parents and the community to provide students with a solid foundation for learning. The successful school district must also communicate clearly with the community about how their tax dollars are being spent, and what the thought processes are behind those decisions. To be successful, the school district must have a superintendent who works well with the schools, parents, the board and the community. When each of these groups work together, the district can be successful. I believe that I can make that happen by promoting communication and transparency, and I will work to create an atmosphere that promotes those this way of thinking.
What role do you feel the school board plays in the academic success of D47 children and schools?
The school board influences the academic success of the children by supporting or not supporting decisions that will impact teachers, administration and curriculum. That includes financial decisions, policy decisions and personnel decisions. As items are brought to the school board for final approval, it is the responsibility of the board to fully understand how those items will impact students and make the appropriate decisions. It is important to note that this means not only voting “yes” on easy decisions but also understanding the importance of holding off on a decision if there are still serious concerns about the outcomes.
How would you support the district's teachers and support staff?
Every vote I make as a board member will be based on what is best for the students of the district. For me, that means supporting the teachers and the staff who work with our kids every day. That means ensuring that curriculum decisions are made based on not just the opinions of the board members, but also on what the subject matter experts, the teachers, think about the options. That means listening to staff members who will be directly impacted by policies as they work with students each day. It means doing everything I can to make this district a place that our teachers and staff want to be when they come to work each day. Finally, it means keeping the faculty and staff up to date on what is happening in the district and including them in discussions that will directly impact them. I would be a voice for them on the board.
What do you love best about District 47 and what do you see as some of their biggest challenges?
What do I like best about D47 –
a. Teachers/Staff
b. Community Support
c. Mental Health Support
Where do I see challenges –
a. Communication/Transparency
b. Financial Decision Making
c. Attracting and Retaining Teachers/Staff
How would you ensure every child has a voice in the district and make sure their needs are met?
When there is something new happening at school, I want to know what my kids think about the change. Currently, I will ask my daughter what she thinks about many different aspects of her school day. That mindset would not change for me as a school board member. I want to know what the kids think. I believe that at school, there are many simple and creative ways to gauge what students think about certain things at school. Feedback from parents can be helpful in this situation. Survey results from all 5th and 8th grade students can be beneficial. Students, especially the younger ones, will many times share their feelings with their teachers, so feedback from teachers can be helpful as well.
What role, if any, should our schools play in supporting the social, emotional learning for our students?
Social and emotional learning are very important. Learning how to interact with others and how to deal with emotional issues or situations are very important lessons to learn. I think Covid showed us all how much our children need this type of instruction in our schools. Like anything else that they learn in school, these lessons will serve them well in the future. I believe we need to ensure we are providing the most up to date and relevant material for these discussions, so funding needs to continue to do that.
What steps would you take to support mental health resources for students and staff?
This question requires a deep look at the budget to understand where the funding for these types of programs is coming from. I would work with the schools to find the necessary funding to make these programs run. I taught in the classroom for over twenty years, so I have a very clear understanding of how mental health issues can impact the classroom. Students deserve our help with this, period. If I want to truly make this district a target destination for teachers and staff, mental health support must be available for them as well. I would be very interested to talk with current faculty and staff to discuss their thoughts on what the district currently offers in this area.
How would you prioritize the district’s budget to ensure that resources are allocated equitably and effectively?
As we all know, a district budget is a very complicated thing. Not only are we budgeting for the day-to-day costs of running the district, but we are also budgeting for the future in terms of keeping all our buildings in good condition and ensuring the heat works properly when HVAC systems inevitably need to be replaced. This type of budgeting requires a line-by-line analysis to determine if we absolutely need certain items, and if we are getting a fair price for them. Then we must make that square with paying salaries for our faculty, staff, administrators and CORE Center staff that reflect the current competitive rates. Once again, the key to this process is making all stakeholders aware of the process. If we do that, even the most difficult decisions can be made together because we all understand what the current financial situation is.
What is your perspective on addressing disparities in student outcomes across different demographic groups?
I believe that all students in the district should be seeing positive outcomes. Therefore, when that is not the case, something must be done to improve the situation. I would recommend organizing discussions between teachers and parents to really get to the heart of the issue. That means having open-minded talks about what the issues are and how we might correct them. That also means that administrators, the superintendent and the board must be willing to listen to the results of those discussions and make decisions based on the whole picture. Maybe there is something that can be done in the classroom for an individual student, but maybe the solution is something that must be attended to at a higher level. I am a big believer in gathering data, so I would also be relying on current studies and outcomes from neighboring districts to help determine a solution to this problem.
What is your vision for supporting arts, sports, and other extracurricular programs in the district?
In terms of supporting the arts, sports and other extracurriculars, I am a big proponent. My children all have taken part in different programs, and each has benefitted from those experiences. I am very disappointed in the recent cuts to the EC and band programs. This is another question that requires a familiar answer – a detailed study of the budget. I refuse to believe that there is not some adjustment that could be made to the budget to either reverse the decisions or reduce the negative impacts that these decisions will have on students. We need to run the numbers and maybe look for cuts in places we previously have not. As I am writing this response, I literally just received an email explaining how D47 will continue EC and 5th grade band. Why the change? I stand by my belief that communication and transparency are vitally important.
How would you address issues like bullying, school safety, and disciplinary policies?
Students need to feel safe at school. Rules are put in place to ensure that they do. Students and parents must also understand that if these rules are broken, there will be consequences. These rules need to be explained to the students so that they clearly understand. That includes rules that apply to on-site issues and those that apply to the internet. Communication with parents is again key. Making sure that parents understand how the school intends to respond when rules are broken will help eliminate surprises in the future, and it will give the parents a change to ask questions. It is important for the district to be open to concerns, take them seriously and respond in a timely manner. The current issue surrounding signing out of class to use the bathroom at Bernotas is a perfect example. Parents should not be asking questions amongst themselves to determine how a new policy works. This new signing out online policy should have been explained thoroughly to eliminate the possibility of misinformation being passed around online. Once again, we need to communicate openly with all stakeholders. Finally, bullying should not be tolerated in any form. We must continue to raise awareness and create spaces where students feel safe to talk with teachers/staff if they are having issues with bullying.
Do you feel the current policies are working?
I believe that the current policies are working, but it is the responsibility of the district to be sure it is providing the best support. Programs like SAFE2HELP are great, but can we do more? The student handbook lays out the disciplinary procedures for the district, but how well will students and parents understand them? My experience tells me that often the first time we look at the handbook is when we need it for a particular situation. Maybe we need to have more meaningful discussions about the disciplinary policy of the district so we all have a better understanding.
Given the recent changes in the White House administration and the shifting policies from the Department of Education, how do you plan to ensure that school district is adequately prepared for potential impacts and what steps will you take to advocate for the needs of students and educators?
First, understanding where the possible loss of federal funding will impact the district is important. Some of these losses may or may not happen, but we need to be prepared. If they do become a reality, we need to have a plan prepared in advance for how we will react. We have a healthy budget, so planning to rely on less federal funding might be a good idea. In terms of policies being passed down, we need to understand whether the state law will supersede the federal law. We also need to understand how certain policies might impact how our district runs. We need to work with faculty and staff to determine how we make our adjustments and then open discussions before anything is made official. Calmly reacting to these issues in ways that least impact the students should be the goal.
Can you comment on the recent changes being made in D47 programs for gifted and talented learners (EC) and how do you believe these students should be given equal opportunities for learning?
One of my sons was a part of EC, and my daughter is currently in the program. I can say without any doubt that the benefits of this type of program are numerous, and the positive influence they have on students are undeniable. The community heard great examples of this at the last board meeting. Programs that directly impact students should not be cut if possible, and in this case, I would have questioned the board about why this certain area was chosen. My daughter looks forward to EC, and she is disappointed if she must miss it or if it is cancelled for any reason. Another issue here is how these most recent cuts were announced. This might be the best example I can provide for why better communication is required. I would not have approved incomplete emails being sent out in the middle of a school day.
Is there a decision made by the current school board that you would have approached differently? In hindsight, what alternative options do you think could have been considered?
If I put myself in the shoes of the current board members, the decision I would not have made is approving the salary raise for the superintendent. Knowing what an ordeal the negotiations with the teacher’s union was, and having even an inkling that any cuts would be required soon, the decision to do that makes no sense to me. Even if the argument can be made that it is a fair salary for that position, this was clearly not the time for that, and we could have looked at something like that in the future. I will not make cuts to programs that directly impact students for that purpose.
If elected, I will propose a monthly meeting with parents and concerned community members, where I can listen and report back to the board. I believe that giving the community, including the parents, the opportunity to share their approval or concern about happenings in the district would be a great way to improve the communication in D47.
I would also propose a plan to meet with D155 school board members and superintendent to discuss how they work with their stakeholders daily. It never hurts to find out how others are working to see if we can make any improvements. My goal with these options is to improve the way we communicate in D47 to create a better overall experience for our children.
The board members elected will eventually have the responsibility of hiring a new superintendent, what qualities do you feel are important for the next D47 superintendent to have?
Choosing a new superintendent may be the most important upcoming decision for the school board. The leader of our schools undoubtably needs experience in areas such as finance, policy creation, assessment, curriculum and working with unions. I would look for a solid track record of solid relationships with faculty and staff. I would want to see proof of open communication and transparency in prior experiences. I would want to see that the community played a vital role in the success of previous schools where this person has worked. If given the opportunity, I will take this process very seriously and do all I can to choose the best leader possible for D47.
Lea Grover
What is your past experience with District 47 and what is your current connection with the district?
I have been a D47 parent in D47 for nine years. In that time I have had experiences ranging from unbelievably good to shockingly terrible, at the elementary school, middle school, and administrative level. During those years I have been a frequent volunteer in the classroom (and on field trips). I have also been a Girl Scout leader, and was delighted to lead a troop in earning their Bronze Award by working to help their school (Canterbury) become more energy efficient. I have had children in the EC and Special Education programs, in the music program, in the district art show, in the plays, in sports, in Scholastic Bowl and Science Olympiad... there are few elements of school life that my children haven't brought me into in some way. I love D47, I deeply appreciate what the district has done for my family, and I would like to help ensure that these resources remain available for the children coming up behind my own.
What motivates you to run for the school board and what do you hope to accomplish?
I'm running for school board because I am concerned about the way that the current board is is handling decision making, communication, and supervising the Superintendent. With my degree in Public Administration, I have a thorough understanding of the role of the board and what overreach might look like coming from the district's administrative staff, and I believe I will be extremely useful in making sure that the primary role of the board- to be the Superintendent's boss- is done correctly. My background in writing and public speaking gives me the necessary tools to help with the district's poor messaging and communication, and help make sure that families, teachers, and community members are getting accurate information in an understandable fashion, rather than partial information distributed in such a way as to sow confusion and frustration.
What would you consider to be a successful school district and how do you plan to achieve those characteristics in D47?
A successful school district is one in which the students feel safe and included, thus preventing bullying and violence. A successful school district is one in which the teachers feel supported by administration, and administration feels supported by the families of their students. This can only happen when communication is equitable and transparent, and I believe that I can help the district achieve that by encouraging and facilitating collaboration between these groups, and by helping to direct the standards by which the district communicates critical information to the community and to its various essential parties.
What role do you feel the school board plays in the academic success of D47 children and schools?
The most important way in which the school board can support the academic success of the students is by supporting the teachers. It is not the job of the school board to micromanage teaching, it's the job of the school board to make sure that the standards by which teachers judge their performances are high, and that the teachers themselves feel empowered to support their own students in the way they determine is best based on those students' needs.
How would you support the district's teachers and support staff?
The most important thing is to foster better communication between the district and the teachers, and to make sure the teachers have the necessary input to direct the conversation around policy changes in the curriculum. Nobody knows better what the on-the-ground needs of the children are better than the teachers, not even their parents. The only people who really understand the challenges of the classroom and the success or failures of new tools or processes are the professionals who utilize them on a daily basis, and witness their successes or failures in the classroom. The best way to support the teachers and staff is to trust them, to listen to them, and to include them in major decisions that effect their day-to-day.
What do you love best about District 47 and what do you see as some of their biggest challenges?
The thing I love best about D47 is the dedication of the teachers, who routinely go so far above and beyond any reasonable expectation to see their kids succeed. My very first experience with D47 was, prior to moving to the area, having a long and involved conversation with the principal at Canterbury Elementary School about what resources were available to my children, and how I could best access them. She had no obligation to talk to me about it, I had left her a voicemail and honestly wasn't expecting her to respond quickly. But she took it upon herself to call a prospective parent immediately, and she spent an hour on the phone with me walking me through everything D47 had to offer my kids, and what I would have to do to make it happen. That kind of dedication is not the norm, but I found that the culture of supporting families among the D47 teachers was nearly universal. That is simply how they do things around here, and as a member of this community, I am constantly grateful.
As far as the challenges, the biggest issues are in the way schools address bullying and new technology. The standards for addressing or even acknowledging issues have not kept pace with the changes in our society, and these need to be better understood so that we can more effectively combat the epidemic of mental illness among our children, and prevent acts of both violence and self-harm.
How would you ensure every child has a voice in the district and make sure their needs are met?
As a board member I will visit every school and meet with the social workers to find out what unmet needs the children might have, so that I can communicate these needs to administration and fellow board members, and find a solution. I will encourage kids to come to board meetings just as parents do to address their concerns, and make sure that all the policies enacted by the board are for the improvements of their safety and education, and not ideologically motivated.
What role, if any, should our schools play in supporting the social, emotional learning for our students?
The schools are where our children spend over half their waking hours, and therefore they play an essential role in supporting the social and emotional learning of our kids. That's precisely why it is so important to make sure that policies are keeping pace with changing technologies that change the way our kids communicate.
What steps would you take to support mental health resources for students and staff?
Maintaining social workers in the school is critical. Addressing the changing landscape of bullying is essential. And making sure that the schools reflect a culture of inclusion and understanding is non-negotiable.
How would you prioritize the district’s budget to ensure that resources are allocated equitably and effectively?
This is a very difficult question to answer at this time, as there are so many changes coming in the budget with the shifts in policy from the federal government. But continually checking in with the CFO, reviewing the budgets for areas of waste and need, and seeking out opportunities to reduce costs through non-educational initiatives (for instance, transitioning the buildings to solar power) are steps we will have to take.
What is your perspective on addressing disparities in student outcomes across different demographic groups?
The research on student outcomes in a diverse learning environment is essentially that a rising tide raises all boats. By maintaining the diversity of the schools and making sure that our students are all exposed to people from different demographics, all of our students have better long-term outcomes. It's important to remember that standardized tests are only a very limited window into the complex learning being done on a daily basis in the building, and that our expectations for students from different backgrounds to respond rapidly to a changing environment is often unrealistic. The best thing we can do is make sure that we do not separate our kids based on those demographics, and that we have resources in the school (like social workers and librarians) to help our kids adjust to the school and their fellow students, and to support them as they bring their academic performances into line with the kids around them.
What is your vision for supporting arts, sports, and other extracurricular programs in the district?
Again, a lot of questions are going to be raised on this subject by the changing landscape of federal funding. I would like to commit to fully funding all of the extracurricular activities we benefit from now, but I do suspect that these may require additional fundraising by families, or actively seeking out aid in the form of additional grants or collaborations with non-school organizations.
How would you address issues like bullying, school safety, and disciplinary policies?
I think that these policies need to be revised almost entirely, with a realistic view of what the actual experiences are in the schools of students who experience bullying and behavioral issues.
Do you feel the current policies are working?
Not really.
Given the recent changes in the White House administration and the shifting policies from the Department of Education, how do you plan to ensure that school district is adequately prepared for potential impacts and what steps will you take to advocate for the needs of students and educators?
The biggest thing I can imagine planning for is proactively seeking out grant opportunities, in order to fill funding gaps before they become apparent. As far as the policy changes, already the majority of the directives coming from the White House have been illegal or unconstitutional, and many if not most are already in court or have been frozen pending legal action. I think the smartest thing that the school board can do is to avoid enacting any new policies handed down from the current administration without first ensuring its legality and feasibility, rather than wasting resources on making changes that would then have to be un-made.
Can you comment on the recent changes being made in D47 programs for gifted and talented learners (EC) and how do you believe these students should be given equal opportunities for learning?
These students should absolutely be given the opportunities to learn that they need. As far as the changes, so much misinformation and so many rumors have been flying around about what these changes actually are, I would hesitate to comment directly on them until I understand the facts. But suffice to say I deeply support the existence of the EC program, the opportunities for kids to experience EC learning prior to fourth grade, and the necessity of providing individualized education to every child in our district.
Is there a decision made by the current school board that you would have approached differently? In hindsight, what alternative options do you think could have been considered?
I would definitely approach communications differently. The way that the information about teacher reductions, EC, music, and contract negotiations was distributed was disorganized at best, and malicious at worst. These communications need to be handled with more care and compassion, and the information included needs to be direct and transparent.
The board members elected will eventually have the responsibility of hiring a new superintendent, what qualities do you feel are important for the next D47 superintendent to have?
I think a former educator would be ideal. I think it's important that the Superintendent not see the district as a business that needs to be run for peak efficiency, but as a public good that needs to be protected. Expecting efficiency and uniformity from children is a fool's errand, and it is our responsibility as the stewards of their education to make sure that they are able to learn, thrive, and grow in an environment that prioritizes their individual needs.
Alena Hansen
What is your past experience with District 47 and what is your current connection with the district?
The D47 community is my community. I am a lifelong Crystal Lake resident, an alum of D47, and now a parent to a D47 student. Decisions made by the D47 board directly impact my family and my fellow parents.
What motivates you to run for the school board and what do you hope to accomplish?
I want to celebrate D47’s amazing teachers and staff while also using my expertise in education and grants to ensure the financial health of D47 for years to come. I want to provide a quality education to future generations. We can rebuild the relationship between the school board and teachers.
What would you consider to be a successful school district and how do you plan to achieve those characteristics in D47?
A successful school district is one that maintains a collaborative relationship with teachers, staff, students, and other stakeholders. I would achieve this through maintaining an open line of communication with them, in addition to remaining transparent with the public. Together we can address current gaps in D47. Together we can protect and improve the policies and procedures that allow students and educators to thrive.
What role do you feel the school board plays in the academic success of D47 children and schools?
It is a school board's responsibility to provide schools with what they need to inspire a love for learning.
How would you support the district's teachers and support staff?
You bring up one of the main reasons why I am running. I wish negotiations with the union had gone differently. I am in constant contact with D47’s extraordinary teachers and staff. I believe in elevating their voices. They deserve competitive compensation. I am pro-union. I also oppose the use of sub-contracting for D47 staff positions in favor of working collaboratively and directly with staff. I think it’s important to listen to the people who are in our classrooms day in and day out. For example, teachers have expressed wanting a longer pilot period for future changes to math curriculum and I support them in that. There could also be better transparency in how teacher feedback is collected and used.
What do you love best about District 47 and what do you see as some of their biggest challenges?
I have seen firsthand how D47 schools foster a love of learning in our students. If elected to the D47 board, I would support practices that keep students safe and well-educated. The biggest issues facing the district would probably be understaffing (particularly in special education), funding, and rebuilding trust with teachers and the community. All three of these are woven together.
How would you ensure every child has a voice in the district and make sure their needs are met?
Our students are the experts on what is going well and what can be improved. I would use reliable data to stay up-to-date on the overarching needs of students, but I also value the experiences of individual students. Being a D47 parent and alum, I am privileged to be connected to so many extraordinary D47 students. I learn from their stories.
What role, if any, should our schools play in supporting the social, emotional learning for our students?
As a D47 alum, I know just how influential school is in developing one's social and emotional skills. This should absolutely be taught in schools. I hold multiple mental health related certificates and I volunteer for the mental health board. I myself have taught emotional intelligence workshops to students, but I can use my mental health background to connect D47 to more social and emotional resources.
What steps would you take to support mental health resources for students and staff?
I am certified in Crisis Intervention & Prevention (CPI), suicide prevention, and A Trauma-Informed Approach. I would provide teachers with professional development in these areas so they can support our students. I would also provide mental health support to our teachers, staff, and admin.
How would you prioritize the district’s budget to ensure that resources are allocated equitably and effectively?
My priority with the budget would be to solve staffing shortages, especially those impacting our special education students. I am also trained in federal and non-federal grants. Having successfully implementing multiple large grants, including grants in curriculum and special education, I would use grants to improve funding for programs and positions.
What is your perspective on addressing disparities in student outcomes across different demographic groups?
Teachers, students, and the D47 community as a whole have already provided meaningful feedback on how to improve disparities across different demographics. The board can utilize their feedback and maintain a focus on deep equity. I would track the specific disparities and consult with industry experts.
What is your vision for supporting arts, sports, and other extracurricular programs in the district?
What makes me unique as a candidate are my achievements in educational grants. If elected, I would seek grants that can improve funding for arts, sports, and other extracurricular programs.
How would you address issues like bullying, school safety, and disciplinary policies?
Prevention is better than cure. Educating students on bullying and responsible use of cell phones can prevent the harm before it happens. These are skills that benefit them beyond their schooling. I would also educate and support teachers and staff dealing with bullying, safety concerns, and disciplinary policies. Part of my mental health training has been focused on holding accountable people who cause harm, helping perpetrators heal, and teaching them to do better in the future. A perpetrator’s healing and accountability is key to a victim healing. There are mental health resources D47 can partner with for these students...Active shooter preparedness is another priority of mine. I send my own child to Indian Prairie Elementary every day.
Do you feel the current policies are working?
Based on the feedback I have received from students and teachers, I would say not always. I have seen massive progress in the district's understanding of disabilities and students who speak English as a second language. However, special education teachers and staff feel unsafe and unable to support students at times. Additionally, an RBO (responsible bidding ordinance) would ensure D47 uses contracts to support fair labor practices.
Given the recent changes in the White House administration and the shifting policies from the Department of Education, how do you plan to ensure that school district is adequately prepared for potential impacts and what steps will you take to advocate for the needs of students and educators?
Listening to our teachers and maintaining an open line of communication will help the district navigate new challenges. I would also explore non-federal funding options as I am trained in non-federal grants.
Can you comment on the recent changes being made in D47 programs for gifted and talented learners (EC) and how do you believe these students should be given equal opportunities for learning?
Honestly, that's something I'm still looking into. I'm having ongoing conversations with teachers, parents, and students.
Is there a decision made by the current school board that you would have approached differently? In hindsight, what alternative options do you think could have been considered?
Negotiations with teachers could have been approached differently, as well as the ongoing communications regarding the teachers' contract. Teachers are not to blame for lack of funding. I would address the causes for gaps in funding while also showing teachers they are valued by the board.
The board members elected will eventually have the responsibility of hiring a new superintendent, what qualities do you feel are important for the next D47 superintendent to have?
The next superintendent will be pivotal in repairing trust with teachers and repairing trust with the public. I value a superintendent with strong skills in communication and teamwork. I would also seek a candidate well qualified in both teaching and leadership.
Maria Krause
What is your past experience with District 47 and what is your current connection with the district?
As a long-time resident of Crystal Lake I, like many of you, made this area my home because of the high-quality school district. I have lived in McHenry County my entire life and am a long-term resident of Crystal Lake. I have grandchildren currently in district 47 and 155.
What motivates you to run for the school board and what do you hope to accomplish?
I want all children to have a positive experience in school. My mission is to promote a robust education platform that addresses the diverse needs of students, faculty, and all those who contribute to the success of our schools. This includes every individual—students, teachers, bus drivers, senior faculty, cafeteria staff, nurses, and counselors—each of whom plays an invaluable role in our community's success. I am committed to ensuring everyone has a voice and a role in shaping a thriving educational environment.
What would you consider to be a successful school district and how do you plan to achieve those characteristics in D47?
A district where students and staff feel safe, respected and valued. One that provides our children with historically accurate and science-based educational information. That has high raking scores in both academic and social measures. One that finds creative ways to educate in a manner that reaches and engages student participation. One that makes the best use of available funding and continues to pursue additional funding from sources not directly tied to property tax increases where possible. I hope to leverage feedback and hands-on education from teachers, support staff, students and others who provide district services to identify ways to enhance our efforts in these areas. Additionally, I will educate myself on all available funding mechanisms and all operational expenses to ensure we are adequately funded and moving in a positive direction.
What role do you feel the school board plays in the academic success of D47 children and schools?
To serve as a representative for the community to ensure the best possible education and experience for students. To establish policies, hiring and evaluate staff, and advocating for students. Hire and evaluate the superintendent. Review and approve the budget. To ensure that the curriculum aligns with district goals and community standards.
How would you support the district's teachers and support staff?
I bring 40+ years of corporate operations experience to the table, which I aim to leverage in building a strong, collaborative team focused on advancing the district’s educational goals. Our political and economic environment is more challenging than ever before, and we need to make certain that the needs of students come first. This means soliciting for and listening to constructive feedback from all involved in our children’s education, including the teachers, counselors, nurses, bus drivers, support staff, parents and the students themselves.
What do you love best about District 47 and what do you see as some of their biggest challenges?
Superior teachers, both in qualifications and the desire to provide our children with an exceptional education in a safe, positive and uplifting environment. Some of our biggest challenges are like those felt throughout the country. We want our children to be children and not to have to worry about family finances, active shooters, immigration officials, book bans or discrimination of any sort. Also, we must continue to make sure that we are using our tax dollars wisely and that we are getting adequate assistance and funding from local, state and federal agencies.
How would you ensure every child has a voice in the district and make sure their needs are met?
By fostering an environment where people from all backgrounds, cultures, religions, genders, skill level, and perspectives feel valued and have equal opportunities to thrive and participate. One of the simplest ways to promote this is by treating all students and the teachers and support staff that serve them with respect, listening to their ideas and valuing their contributions.
What role, if any, should our schools play in supporting the social, emotional learning for our students?
This is a big one for me. Our children are experiencing a world that I never would have imagined. They have experienced what a pandemic can do to their families and neighbors, what a challenging political environment has created in their communities, what social media has brought in the form of misinformation and bullying, an ever-increasing climate crisis and most unfortunate the need for continued active shooter education. In my opinion the social aspect of school is as important as the educational curriculum presented to them. If we want our country to have citizens that value integrity, honesty, empathy and acceptance of others we cannot rely on the information and viewpoints being presented on their TIK TOK and Instagram feeds to provide this foundation. However, with all of that said, I feel that this generation is far more accepting of individual diversity than any generation before them. Our challenge is to allow them to feel comfortable in their views and to support their vision of what our society should be.
What steps would you take to support mental health resources for students and staff?
Although our district’s Nurse to Student ratio is lower than the state average, I do feel like we can do better in this area. Additionally, our Counselor to student ratio is worse than the state average, so we must do something to address that. Many children need these resources and having such readily available can aid students in physical and mental health. In September 2024, The Yale School of Medicine reported that 1 in 5 high school students seriously considered suicide and that preteens as young as 8 experienced a 8.2% increase. Even more alarming, deaths because of suicide among 10–24-year-olds increased by 62% from 2007 to 2021.
How would you prioritize the district’s budget to ensure that resources are allocated equitably and effectively?
I believe the fact that unjust inflated property values are having a negative impact on most of us in this county. Many of us choose to live here based on the quality of our schools and are willing to financially sacrifice for that. However, more needs to be done to gain additional state and federal funding and we need to continue to look for opportunities to better communicate budgets and expenses. It is my hope that once I fully understand the district’s operational information that I can assist in making recommendations and gaining consensus on the content and presentation to the public. While this information is currently publicly available, it is difficult to fully comprehend.
What is your perspective on addressing disparities in student outcomes across different demographic groups?
31.5% of D47 families are economically disadvantaged, whereas the state of Illinois is 49.8%, neither are welcoming numbers for our citizens. Additionally, 30% of D47 families are categorized as minorities. Whether these families and their children are wealthy or financially disadvantaged, whether they are 4th or 1st generation immigrants to this country, everyone should be treated equally. I feel that it is important to communicate the school's policy on race, economic and sex-based discrimination and harassment. To provide training for staff, including how to respond to complaints, have documented reporting process for incidents which includes how to investigate complaints promptly and fairly and to ensure equal access to education for all students.
What is your vision for supporting arts, sports, and other extracurricular programs in the district?
I believe this is important and that funding should be allocated to provide such. Many families cannot afford to provide their children with privately sourced services. I personally assist in my grandchildren’s participation in the performing arts and many sports related programs. These are very expensive endeavors; however, these are very important to them, and I have seen them grow and flourish as a result of their participation with these social programs. Not every family has the economic option available to them to do so, thus the importance of district funding of such.
How would you address issues like bullying, school safety, and disciplinary policies?
I believe that this is a very important issue. We have all witnessed bullying in our lifetimes, either personally being bullied or witnessing it being done to others. Schools should teach children about cyberbullying and how to identify red flags for potential abuse, to feel comfortable in notifying their teachers and parents of any instance of bullying. They should also train staff on how they should respond when learning about a case of online harassment or bullying. Parents should also be informed of any such activity.
Do you feel the current policies are working?
For the most part yes. I believe most students feel comfortable notifying teachers and parents, however that does not mean that we should be complacent on the topic of bullying and school safety. On the contrary it should be continuously communicated to students and staff.
Given the recent changes in the White House administration and the shifting policies from the Department of Education, how do you plan to ensure that school district is adequately prepared for potential impacts and what steps will you take to advocate for the needs of students and educators?
Unfortunately, we do not yet know what the overall impact will be under this new administration. If elected to the school board it will be my plan to better understand everything that the district is reliant upon from both the local, state and federal government, then to assist in proactive planning to address and hopefully avoid any negative fall out that may result from any change that could impact our students, teachers and support staff.
Can you comment on the recent changes being made in D47 programs for gifted and talented learners (EC) and how do you believe these students should be given equal opportunities for learning?
We need better clarity and transparency for public understanding of funding and expense. While proving budgetary documentation on the district’s website is important, providing simplified clarity would be helpful. As I understand it, the plan is to utilize part time professionals and to rotate them amongst the district schools to provide coverage. That coupled with modified boundaries, will need specific clarity in communications to enable parents to have a fuller understanding of how much service each EC student will be provided.
Is there a decision made by the current school board that you would have approached differently? In hindsight, what alternative options do you think could have been considered?
It is my hope that once I fully understand the information that I can assist in making recommendations and gaining consensus on the content and presentation to the public. While this information is currently publicly available, it is difficult to fully comprehend.
The board members elected will eventually have the responsibility of hiring a new superintendent, what qualities do you feel are important for the next D47 superintendent to have?
#1. Is a person who holds in high regard integrity, honesty, collaboration and who supports diversity.
#2. Is someone who has been in the educational system and has broad experience in this field.
#3. Is someone who can demonstrate they have tried experience in collaboratively addressing and resolving difficult issues and efforts that resulted in positive outcomes for all involved.
Mike Mueller
What is your past experience with District 47 and what is your current connection with the district?
I have been a D47 parent for 14 years. Two of my daughters are D47 graduates. They attended Husmann Elementary and Hannah Beardsley Middle School. My youngest daughter is in 5th grade at Glacier Ridge Elementary and will attend Bernotas Middle School next fall.
What motivates you to run for the school board and what do you hope to accomplish?
Excellence in our schools is what motivates me to run. Through the years, I’ve seen a break down in decision-making, communication and morale in D47. I hope to help enact policies that foster collaboration between administration and educators with the goal of moving our district in a more positive direction. The most important role of a school board is hiring the superintendent. This newly elected board will undertake this task as Dr. Hinz prepares to retire in 2028 and I want to be a part of the process to recruit an excellent leader to move D47 forward.
What would you consider to be a successful school district and how do you plan to achieve those characteristics in D47?
We can look to D155 as a model of a successful school district. From the top down, leaders and educators share goals, collaborate and work together to create a strong and proud family-like atmosphere. This positivity trickles down to staff and students who feel accepted and supported. I plan to achieve this by prioritizing collaboration between administration and educators, where educators feel valued and are driving district decisions. I also plan to review board policy on communication as current policy seems to stifle how and when board members are allowed to communicate, which can lead to negativity and frustrations for all stakeholders.
What role do you feel the school board plays in the academic success of D47 children and schools?
The board plays a large role in how students access academics and find success, because the board ultimately approves new curriculum decisions and purchases. I believe improvement is needed how these important decisions are made to include more input and direction outside of administration. As a board member, I will look for ways to implement committees and workgroups of educators that meet regularly with board members to achieve improvements.
How would you support the district's teachers and support staff?
I will seek to support D47 teachers and support staff by fostering increased collaboration and input in decision making from those working directly with students. Feedback I’ve received from educators indicates that improvements in this area are needed. I’m also in favor of creating an educator committee that meets with the board to share ideas and concerns. This will open lines of communication that are currently missing within the district.
What do you love best about District 47 and what do you see as some of their biggest challenges?
D47’s greatest assets are its teachers and school staff. In addition to educating our children and keeping them safe, they step up to help run the many extracurricular opportunities our schools offer. One of our biggest challenges is making sure we are retaining our excellent teachers and staff. The new teachers’ contract helped address salary and benefit concerns. However, we must also make sure teachers feel heard and fully supported in their classrooms, so morale and the working environment remains positive.
How would you ensure every child has a voice in the district and make sure their needs are met?
This question hits close to home for me. My youngest daughter has Down syndrome, which qualifies her for an IEP as well as rights and protections under Federal law. Unfortunately, her rights under the law have not been fully met in D47. My wife and I are vocal advocates for her, but much of our advocating to administration fell on disinterested or dismissive ears. We have found allies in certain teachers, a principal and newer Special Education administrators, but she lost out on a lot of education in her crucial early years. I would make sure every child has a voice in this district by holding expectations high for staff at the administration level to be connected to our schools, to know the students and teachers, and work to make each classroom fully supported.
What role, if any, should our schools play in supporting the social, emotional learning for our students?
While academic learning is the most important aspect of schooling, students should also learn tools to help grow socially and emotionally. Schools put students in an environment of diversity, adversity, collaboration, confusion and other emotionally charged states of being, so what better place than in school to help learn how to manage emotions. Incorporating social-emotional learning (SEL) into the school day helps our children grow in self-awareness, positive relationships, and empathy among other things. That being said, while SEL should be a part of our district, I believe it’s important for administration and our BOE to be mindful of over-prioritizing initiatives compared to other important programs, like Special Education students, EC students or extracurricular programs. D47 must strike a better balance providing for all program and student needs.
What steps would you take to support mental health resources for students and staff?
Similar to social-emotional learning (SEL) initiatives, D47 has also impressively set itself at the forefront of schools in providing mental health resources to students and families. Through a partnership with DayBreak Health, D47 students in K-8 have access to free teletherapy services. At the inception of this partnership, D47 was the only school district in Illinois providing this resource to students. I would continue to support efforts to identify and offer mental health help to students and families, as well as staff. Additionally, as with SEL initiatives, I will encourage administration to be mindful of how to strike a balance in prioritizing initiatives and grants, so that ALL programs are receiving grant help and attention.
How would you prioritize the district’s budget to ensure that resources are allocated equitably and effectively?
I believe taxpayers deserve accountability and transparency. While quality education is a top priority, we must ensure fiscal efficiency and effectiveness. Cathy Nelson, the Assistant Superintendent of Business Operations, does a great job helping to ensure the financial health of the district. With her help, I will work to understand spending at all levels of the district with a focus on a review of staffing and initiatives at the administration level. Community feedback indicates a need to audit spending throughout all levels. If areas of redundancy or inefficiencies are uncovered, I would ask for them to be addressed. Property taxes are a significant burden on families, and I am committed to balancing the needs of our schools with the responsibility we have to taxpayers. My goal is to ensure that we invest wisely so students and staff are fully supported while keeping taxes fair and sustainable.
What is your perspective on addressing disparities in student outcomes across different demographic groups?
Every child deserves access to a high-quality education that prepares them for success, regardless of their background. Our focus should be on raising academic standards, ensuring discipline and classroom structure, and empowering parents to be active participants in their children’s education. We must prioritize core subjects like reading, math, and science, ensuring that every student is challenged and supported. We must also promote a culture of merit, hard work, and personal achievement, giving all students the tools they need to succeed.
What is your vision for supporting arts, sports, and other extracurricular programs in the district?
Extracurricular activities like arts, sports, and clubs play an important role in developing well-rounded students by teaching discipline, teamwork, and creativity. Two of my daughters participated in many of these activities including band, musical, dance, track, volleyball, and basketball. My priority is ensuring these programs are supported in a way that is fiscally responsible and benefits the greatest number of students. We should encourage strong community partnerships, private sector involvement, and parental engagement to help supplement funding and keep these opportunities available without taking resources away from core academic instruction. Additionally, we must ensure that all students have the opportunity to participate, and that programs reflect the values and priorities of our community.
How would you address issues like bullying, school safety, and disciplinary policies?
Every student and teacher deserves a safe and respectful learning environment. We must enforce clear and consistent disciplinary policies that hold students accountable for their actions while ensuring fairness. Schools should partner with parents to address behavioral issues early, reinforcing the values of respect, responsibility, and personal accountability. We must also support our teachers and administrators by giving them the tools and authority needed to maintain order in the classroom. When it comes to school safety, I support common-sense security measures, including strong partnerships with local law enforcement, ensuring schools have the necessary resources to protect students and staff. A disciplined and secure environment allows students to focus on learning and achieving their full potential.
Do you feel the current policies are working?
Overall, I do believe our current policies are working. However, one policy that I believe needs revision is the board policy governing communication to and from board members and stakeholders. Under current policy, communication seems stifled and controlled. While messaging needs to been coordinated and consistent, I believe the current policy does not foster open communication lines, which can lead to frustration by those seeking board feedback and help.
Given the recent changes in the White House administration and the shifting policies from the Department of Education, how do you plan to ensure that school district is adequately prepared for potential impacts and what steps will you take to advocate for the needs of students and educators?
As of writing this response, changes to the Department of Education are still uncertain. I do share the concerns of what impending changes might mean as the current administration has made it a goal to dismantle the Department of Education. With this in mind, I have started to research and understand what possible changes could impact our district. One concern is funding as the current D47 budget receives approximately 5% ($5,000,000) from the Federal Government with $2,000,000 of this earmarked for students with disabilities under IDEA per Dr. Hinz. I spoke with Dr. Hinz about what funding might look like if the DOE goes away. It is possible that with reduced Federal oversight, Illinois schools could see an increase in funding, which could be a positive change. However, Dr. Hinz mentioned that any Illinois education funds would likely be monopolized by the Chicago Public School district. This is concerning. I also have concerns with how Title I and IDEA protections would change. These protections are vital for our lower income families and students with disabilities. It is imperative that they remain in place. As changes are proposed and implemented, I will fight for putting our students and teachers first.
Can you comment on the recent changes being made in D47 programs for gifted and talented learners (EC) and how do you believe these students should be given equal opportunities for learning?
As of writing this response, D47 has not yet provided specifics on changes to the Extended Curriculum program. Though in light of the recent staff reduction actions, changes appear to be coming for the fall. Leaving parents and students to speculate on what the changes might be is a failure in planning and communication. I strongly support a robust gifted program for D47 as one of my daughters thrived in EC. Continuing to provide multiple and extended EC pullouts in student cohorts with a dedicated EC teacher is important, especially in 4th and 5th grade. The reality is student outcomes should vary as strengths and talents amongst students are varied. Finding ways to meet each student where they are and give them the tools they need to meet their highest level possible should be a goal for D47.
Is there a decision made by the current school board that you would have approached differently? In hindsight, what alternative options do you think could have been considered?
At the June 2024 board meeting, tensions were high and teachers’ contract negotiations were stalling. The process was approaching mediation. Board leaders knew teachers, parents and community members would overflow the meeting room to show support and advocate for a fair contract. Board leaders decided to add Dr. Hinz’ contract extension discussion and vote to the agenda for that meeting. Two board members wanted to delay the vote until after teachers’ negotiations were resolved. However, they were outvoted and the majority of the board voted to approve her contract extension in a room full of educators who were expected to work without a contract. This was a poor judgement call by the board president and the five members who voted yes. Dr. Hinz’ contract extension vote could have been pushed out months, if not a year or more, as there was no imminent deadline approaching. I would have sided with the board members who wanted to table this vote in deference to the teacher’s ongoing contract concerns. Board members are elected by the community to exercise sound judgment in making the best decisions for our children, schools, staff, and Crystal Lake residents. Unfortunately, certain board members have demonstrated a lack of judgment in this instance.
The board members elected will eventually have the responsibility of hiring a new superintendent, what qualities do you feel are important for the next D47 superintendent to have?
Three qualities that I would seek for the next D47 superintendent are: Leadership, Communication and Collaboration. A superintendent that displays strong leadership will foster a positive work environment with a clear direction and purpose. We need a leader who is capable of handling difficult situations with openness and respect. Second, I will prioritize excellent communication and interpersonal skills. A top-notch district reflects trust, pride and community. Being able to communicate effectively helps to build these important qualities. Finally, I would seek a leader willing to collaborate for the good and growth of the district. Approaching decisions and goals with a team mindset of working together will help move our district forward in unity. In addition to qualities, I would also seek certain experiences. I feel it is important that a superintendent has past experience of being a classroom teacher and in school leadership positions.
Jim Nelson
What is your past experience with District 47 and what is your current connection with the district?
I am a product of the D47 school district and have lived in Crystal Lake for the last 21 years of my life. Both my mother (Diana Nelson) and my wife (Kim Nelson) are former educators in the district. I have 3 boys.
What motivates you to run for the school board and what do you hope to accomplish?
I am looking to give back to my community and bring my experience as a business leader to the school board. Success for me in this endeavor would be to enhance the collaboration between teachers, families and our administration to enhance the development of the kids we serve.
What would you consider to be a successful school district and how do you plan to achieve those characteristics in D47?
I consider a high performing district to be one that is collaborative in nature and willing to listen to the headwinds and tailwinds of all stake holders. I have already started to build relationships with the building administrators by walking the schools and talking with principles, admin, staff and studies to understand their needs.
What role do you feel the school board plays in the academic success of D47 children and schools?
I believe that the school board should have a seat at the table along with the administration and teachers in understanding the dynamics of a successful academic student. I would like to see more collaboration between the standardized testing and the work in the classroom to help our teachers understand the whole student.
How would you support the district's teachers and support staff?
The teachers are our most important asset in the district. My plan is to regularly connect with the teachers in our community to understand their point of view to help me form my opinions as we debate potential changes that need to occur building to building. Being the husband and son of former teachers in the district I understand how critical it is to listen to our teachers and what their needs are.
What do you love best about District 47 and what do you see as some of their biggest challenges?
love the passion that all of the D47 stake holders have for the students and staff of D47. I believe the biggest challenge we face today is the general discourse between our stake holders.
How would you ensure every child has a voice in the district and make sure their needs are met?
I believe in equity for all of our children, from those who struggle to keep up…to those who are excelling and need to be pushed. I am planning on meeting with the McHenry County National Honors Society in March to aid in this work and am continuing to look for more opportunities to engage parents and teachers to ensure I am bringing a “whole community” point of view to this role.
What role, if any, should our schools play in supporting the social, emotional learning for our students?
believe that our schools are there to serve the whole student including social and emotional learning to help our children grow and should serve as a hub for this development with integrated solutions from both community resources and family engagement.
What steps would you take to support mental health resources for students and staff?
I could write a 5-paragraph essay on this one . I think it has to be a multi-prong approach with both in person and digital resources to help meet students and staff where they are in their mental health journey.
How would you prioritize the district’s budget to ensure that resources are allocated equitably and effectively?
The 2 most interesting areas for me personally are, Teacher Pay and Our Health Insurance budget
1. Teacher Pay: Our teachers are our most valuable asset and the life blood of our school and I would like to ensure that we are budgeting as efficiently as we can as an administration in order to pay our teachers to a comparable level for the expected outcomes of our children
2. Health Insurance Plan: In my day job I manage 150K members for Aetna Insurance. Given my experience in this space, I believe I can provide tremendous value to the insurance committee to ensure we are spending our tax payor dollars as effectively as we can.
What is your perspective on addressing disparities in student outcomes across different demographic groups?
I believe in a multi prong approach to addressing the needs of all our students, I believe to combat these disparities we need to have:
• Equitable Funding and Resources
• Teaching of Diverse Perspectives that are relevant and engaging to all students
• Early Identification
• Continuing the Deep Equity work of the district
• Community and Parental engagement
• Holistic Social Determinate Support
• Data Driven Decision Making
What is your vision for supporting arts, sports, and other extracurricular programs in the district?
I would like to re-evaluate the funding for these programs to ensure all stones have been overturned to secure Grant funding as needed from the local, state and federal level. I believe that this work falls into the equity bucket ensuring that all students have the resources at their fingertips to learn and grow in our district.
How would you address issues like bullying, school safety, and disciplinary policies?
I believe that addressing these concerns requires a proactive, multi-layer approach involving students, teachers, the administration, parents and community leaders to ensure safe schools
• Promoting a strong Anti-Bullying Culture: school wide inclusion programs, bystander intervention training, recognition and reward to reinforce positive behavior.
• Promotion of Social and Emotional Learning
• Engage Family: Workshops, PTA involvement, encouragement of open discussion with schools and families
Do you feel the current policies are working?
I have heard from one of my children of problems with bullying and fighting in the middle schools and believe the middle schools should be evaluated as a priority for bullying and disciplinary policies. I am open to feedback on this point and taking a broader view outside of my personal experience.
Given the recent changes in the White House administration and the shifting policies from the Department of Education, how do you plan to ensure that school district is adequately prepared for potential impacts and what steps will you take to advocate for the needs of students and educators?
I believe there will be many steps the district needs to take should the current administration shift away from the department of education. My priorities would be:
• Alternative Funding Sources: State/Local Government and Private funding
• Independent Standards and Measures
• Monitor the impact on Charter and Private school options
• Teacher Retention and Recruitment
• Increased engagement with community decision makers
Can you comment on the recent changes being made in D47 programs for gifted and talented learners (EC) and how do you believe these students should be given equal opportunities for learning?
I believe in equity for all our students. My current 1st grader at Glacier Ridge will be impacted by this change and I am meeting with the McHenry County Honors Society at their next board meeting to understand their needs and how we can help address them.
Is there a decision made by the current school board that you would have approached differently? In hindsight, what alternative options do you think could have been considered?
Yes, there have been several communications both to the staff and community regarding past and upcoming changes that I would have advised differently on. I would have taken a more proactive communication strategy that included both written and face to face communication with impacted parties to understand the implications of the Union agreement to ensure that ALL staff recognized how the executed deal would impact not only members of the union but not union teachers, and long term subs.
The board members elected will eventually have the responsibility of hiring a new superintendent, what qualities do you feel are important for the next D47 superintendent to have?
I am looking for a dynamic, servant leader who well versed in the challenges of our district. In my professional career I believe in promoting from within. As such I will make it a point to know each administrator at the district office AND the Principals at our buildings to ensure talent mobility is recognized and known to the board in advance of our impending hiring of a new superintendent.
Devon Hubbard Tessmer
What is your past experience with District 47 and what is your current connection with the district?
I have a long-standing connection to District 47, having attended its schools from Kindergarten through 8th grade. Now, as a parent, I’m proud to have both my son and daughter attending South Elementary. I served briefly on the District 47 school board during the 2022–2023 school year, and for the past five years, I’ve been an active member of the PTO board at South Elementary. With my youngest child just starting Kindergarten, I plan to continue my involvement for at least another five years to support the school and community.
What motivates you to run for the school board and what do you hope to accomplish?
I’m motivated to run for the school board because I care deeply about the future of our community and believe that a strong school district is essential for a thriving community. As a lifelong resident of Crystal Lake and a local business owner, I am deeply invested in the success of District 47. My family and our business are firmly rooted in this town, and I want to contribute to making our schools stronger for future generations.
One of my key motivations is to be a part of the process of selecting a new superintendent when Dr. Hinz retires. I see this as a pivotal decision for the district’s future, and I want to ensure we find a leader who will continue to uphold and strengthen our schools.
Additionally, my goal is to prioritize long-term student success by supporting educators, fostering collaboration, and being a responsible steward of public resources. I also hope to strengthen community engagement and transparency, ensuring that parents, teachers, and administrators work together to create a positive environment where every child can succeed.
What would you consider to be a successful school district and how do you plan to achieve those characteristics in D47?
A successful school district is one where every student has the opportunity to thrive academically, socially, and emotionally. This means maintaining high-quality educational programs, ensuring equitable access to resources, and fostering a positive and inclusive environment for students, educators, and families. It’s also about supporting educators, as they are the cornerstone of student success, and ensuring they have the tools and support they need to excel.
For District 47, achieving these characteristics requires a collaborative approach. I plan to advocate for policies and programs that prioritize long-term student success, including hiring and retaining exceptional teachers, maintaining manageable class sizes, and fostering innovative and effective teaching methods. Transparency and community involvement are also critical—I support creating opportunities for parents and stakeholders to engage meaningfully with the district.
Finally, a successful district must be financially sound. I will work to ensure that taxpayer dollars are used responsibly and effectively to support the district’s goals. By focusing on these areas, we can build a school district that prepares every child for a bright future and strengthens our entire community.
What role do you feel the school board plays in the academic success of D47 children and schools?
I believe the school board’s most significant role in the academic success of District 47 children and schools lies in the management and oversight of the superintendent. The superintendent is responsible for the day-to-day operations of the district, and it is the board’s duty to ensure that the right leader is in place to guide and execute the district’s vision.
By hiring, evaluating, and supporting the superintendent, the board directly influences the direction of the district and the success of its schools. Strong leadership at the top sets the tone for the district’s priorities, including academic achievement, resource management, and fostering a positive environment for students and staff.
Additionally, the board supports academic success by establishing policies, approving budgets, and ensuring that resources are allocated effectively to meet the needs of students and educators. By focusing on strategic oversight and leadership, the board plays a pivotal role in creating the conditions for a thriving district.
How would you support the district's teachers and support staff?
Teachers and support staff are the backbone of our schools, and supporting them is essential for student success. To ensure they thrive, I would prioritize:
Advocating for Competitive Salaries and Benefits: We must ensure that our district offers compensation that is in line with, or better than, surrounding elementary districts. Competitive pay and benefits are crucial for attracting and retaining top-tier educators and support staff.
Providing Necessary Resources: Teachers and staff need access to the tools, technology, and professional development opportunities that enable them to excel in their roles and adapt to the evolving needs of students.
Fostering Open Communication: I would work to strengthen the connection between the administration and teaching body, addressing the concerns of staff and ensuring their voices are heard in decision-making processes.
Building a Positive Work Culture: A thriving school culture starts with valuing and respecting teachers and staff. I would support initiatives that improve morale, reduce unnecessary burdens, and create a collaborative environment.
What do you love best about District 47 and what do you see as some of their biggest challenges?
What I love most about District 47 is its commitment to providing a strong foundation for students during such formative years of their education. The district is filled with passionate educators and staff who work hard every day to create a safe, inclusive, and supportive learning environment. As a parent, I also value the sense of community within our schools, where families, teachers, and administrators come together to help our children thrive.
One of the biggest challenges facing District 47 is addressing the disconnect between the core administration and the teaching body. This has led to low morale and a strained culture in our schools, which can impact both staff and student success. Another challenge is ensuring that we remain competitive with surrounding districts in terms of teacher retention, resources, and innovation. Managing class sizes and equitably allocating resources as our district boundaries are revised will also require thoughtful planning and execution.
By focusing on collaboration, transparency, and long-term strategic planning, I believe we can overcome these challenges and continue to build on the strengths that make District 47 such a special place for students and families.
How would you ensure every child has a voice in the district and make sure their needs are met?
Ensuring every child has a voice in the district starts with fostering an inclusive environment where all students feel seen, heard, and valued. I believe this requires:
Promoting Equity and Accessibility: Making sure every student has access to resources, programs, and support, while balancing the realities of a public school district with a finite budget. We must prioritize solutions that maximize impact and address the most pressing needs of our students and schools.
Listening to Students and Families: Encouraging open communication channels where students and their families can share their concerns and ideas. While there are many different priorities based on individual needs, we must thoughtfully balance these with the district’s operational and financial constraints.
Supporting Social-Emotional Learning (SEL): Programs that build emotional intelligence, resilience, and positive relationships are critical to ensuring students feel supported and empowered to succeed.
Empowering Teachers and Staff: Teachers and support staff are key advocates for their students. Providing them with the tools and resources to address diverse student needs helps ensure every child is supported.
While there are challenges in balancing diverse needs with operational and budgetary priorities, thoughtful planning, collaboration, and transparency will allow us to meet the needs of our students while ensuring the sustainability of our schools.
What role, if any, should our schools play in supporting the social, emotional learning for our students?
Our schools play a critical role in supporting the social and emotional development of students. Social-emotional learning (SEL) equips children with the skills to manage emotions, build positive relationships, and make responsible decisions—skills that are foundational for both academic success and life beyond the classroom.
By integrating SEL into the curriculum and school culture, we can help students develop resilience, empathy, and self-awareness, which in turn fosters a positive and inclusive school environment. Schools are a natural place for this support because they provide a consistent environment where students interact with peers and trusted adults.
That said, SEL should complement, not replace, the academic mission of our schools. The role of SEL is to enhance a child’s ability to focus, learn, and grow while respecting the role of families in shaping their children’s values and emotional development. I believe a balanced approach that prioritizes both academic achievement and social-emotional well-being is essential for preparing students for success in all aspects of life.
What steps would you take to support mental health resources for students and staff?
Mental health is a vital component of student and staff well-being, and our schools must play an active role in providing resources and support. To address this, I would prioritize the following steps:
Expanding Access to Counseling Services: Ensure that there are adequate school counselors, social workers, and psychologists available to meet the needs of students and staff, with manageable caseloads that allow for meaningful support.
Providing Professional Development: Offer ongoing training for teachers and staff to recognize mental health challenges, address them appropriately, and connect individuals to the necessary resources.
Building Partnerships: Collaborate with local mental health organizations and professionals to provide additional support and create a network of resources accessible to the school community.
Promoting Awareness and Reducing Stigma: Foster a culture where mental health is openly discussed and normalized, so students and staff feel comfortable seeking help when needed.
Balancing Resources with Priorities: As a public school district with finite resources, we must ensure that mental health initiatives are implemented in a way that complements other priorities and supports the overall mission of the district.
By taking these steps, we can create a supportive environment where students and staff feel empowered to address mental health challenges and thrive in their roles.
How would you prioritize the district’s budget to ensure that resources are allocated equitably and effectively?
Prioritizing the district’s budget requires a thoughtful and strategic approach to ensure that resources are allocated equitably and effectively. My priorities would include:
Focusing on Student Success: The primary goal of the budget should be to support programs, resources, and staff that directly impact student learning and development. This includes funding for high-quality teachers, manageable class sizes, and access to essential educational tools.
Strategic Prioritization of Needs: The district’s strategic plan must include a clear prioritization of needs for district expenses, ensuring that funds are allocated to areas with the greatest impact on students and long-term district goals.
Learning from Best Practices: We should examine how other districts of similar size and needs are operating to identify best practices that can be adapted to our own district. This will help ensure we are using resources efficiently and effectively.
Evaluating Administrative Roles: It is important to evaluate roles within the district’s administration to identify and address any inefficiencies or overlaps. This ensures that resources are focused on supporting students, teachers, and schools rather than being tied up in redundant structures.
Long-Term Operational Planning: It’s essential to plan out operational projects on a long-term basis to ensure sustainability and efficiency, especially in areas such as facilities, technology, and resource allocation.
Transparency and Accountability: Engaging the community and maintaining transparency around financial decisions ensures that taxpayer dollars are used responsibly and aligned with district goals.
By incorporating these priorities and a forward-thinking approach, we can ensure that the district’s budget supports both equity and excellence in education.
What is your perspective on addressing disparities in student outcomes across different demographic groups?
To address disparities in student outcomes, we need to focus on making sure all students have what they need to succeed, especially those from underserved backgrounds. This means recognizing where the gaps exist and putting resources where they’re most needed. We also need to ensure our teachers are equipped to handle the diverse needs of their students and that the curriculum reflects the realities of the communities we serve. It’s about giving every student a fair shot to succeed, no matter where they come from.
What is your vision for supporting arts, sports, and other extracurricular programs in the district?
My vision is to ensure that arts, sports, and other extracurricular programs remain a vibrant and integral part of the district’s offerings. These programs play a crucial role in students’ personal growth, creativity, teamwork, and mental health. I believe in maintaining a diverse range of opportunities so every student can find something they are passionate about.
To support these programs, we must prioritize funding and resources to keep them accessible to all students while ensuring they are well-run and impactful. Collaboration with community organizations and creative use of partnerships can also help sustain and expand opportunities. Strong extracurricular programs contribute to well-rounded students and a thriving school community.
How would you address issues like bullying, school safety, and disciplinary policies?
Addressing bullying, school safety, and disciplinary policies requires a balanced approach that prioritizes the well-being of students while fostering a safe and inclusive school environment. I believe in proactive measures, such as implementing clear anti-bullying policies, providing training for staff and students on recognizing and addressing bullying, and creating a culture of kindness and respect throughout the district.
School safety is paramount, and during my brief time on the school board, I saw the district take an important step by hiring a Director of Safety. This individual conducts regular safety checks and drills at each campus and presents a plan outlining what needs to be done to keep all of our kids safe. Continuing to support and collaborate with this role is critical to ensuring the safety of our schools.
Discipline is important and must be applied consistently, but we must also remember that these are children. As a school district, our goal should be to help them learn from their mistakes and make better choices in the future. Disciplinary policies should be fair, restorative whenever possible, and focused on fostering growth and accountability.
By combining prevention, education, and accountability, we can create a safe, supportive, and nurturing environment for all students
Do you feel the current policies are working?
While there are many policies in place that serve the district well, there is always room for improvement. Policies should be regularly reviewed to ensure they are effective and aligned with the district’s goals, especially in areas like school safety, academic achievement, and equity.
For example, during my time on the school board, I saw progress with the district’s efforts to improve safety, such as hiring a Director of Safety to oversee regular drills and safety plans. However, other areas, such as addressing disparities in student outcomes or supporting teachers and staff, require ongoing attention and adaptation.
Policies should evolve based on data, feedback from educators and families, and best practices from other districts. By maintaining a continuous improvement mindset, we can ensure the district remains responsive to the needs of students, staff, and the community
Given the recent changes in the White House administration and the shifting policies from the Department of Education, how do you plan to ensure that school district is adequately prepared for potential impacts and what steps will you take to advocate for the needs of students and educators?
The shifting policies from the Department of Education can create both challenges and opportunities for school districts. It’s important to stay informed about changes that may impact funding, curriculum, or district operations. However, we also need to be cognizant of the constant burden our educators face as they are bombarded with changing federal and state policies. At this time, we are not even receiving the full funding we are entitled to, which makes it critical to carefully evaluate any new mandates before implementing them. As a local school district, we must be cautious about bowing to every whim the government throws at us, especially if it does not align with the best interests of our students and staff.
To prepare for potential impacts, I believe in maintaining a strong connection with state and federal education representatives to stay informed and to advocate for the district’s needs. Collaboration with organizations such as the Illinois Association of School Boards can also help us navigate shifting policies effectively.
Locally, we must focus on what we can control—ensuring our budget is flexible enough to respond to policy changes, supporting teachers and staff as they adjust to new requirements, and always prioritizing the success and well-being of our students. By staying adaptable, advocating strongly for our district, and prioritizing local needs, we can ensure our schools remain on the right path.
Can you comment on the recent changes being made in D47 programs for gifted and talented learners (EC) and how do you believe these students should be given equal opportunities for learning?
There has been a lot of discussion and concern in the community regarding recent changes to the programs for gifted and talented learners (EC) in District 47. It’s important to note that while cuts have been made in some areas, nothing has been finalized, and there is still an opportunity to evaluate and shape the future of these programs.
Gifted and talented students have unique needs, and it’s essential that they are provided with the resources and opportunities to thrive. Equal opportunities for learning mean ensuring all students, including those who are advanced, receive the support and challenges necessary to reach their potential.
As a board member, I would make it a priority to support programs that allow all students to succeed—provided we have the resources available to do so. By keeping the lines of communication open with families, educators, and the community, we can work together to make decisions that best serve these students and the district as a whole.
Is there a decision made by the current school board that you would have approached differently? In hindsight, what alternative options do you think could have been considered?
While I appreciate the hard work and dedication of the current school board, there is always room for reflection and improvement. One decision that stands out is how some recent changes, such as adjustments to programs like gifted and talented (EC), were communicated to the community. I believe a more transparent and collaborative approach could have been taken, ensuring that families and educators had more input and clarity before decisions were made.
In hindsight, I think alternative options, such as piloting changes on a smaller scale or involving more stakeholder feedback before implementing adjustments, might have helped alleviate concerns and build trust. As a board member, I would prioritize open communication and collaboration to ensure decisions are made with as much community and staff input as possible.
The board members elected will eventually have the responsibility of hiring a new superintendent, what qualities do you feel are important for the next D47 superintendent to have?
Hiring the next superintendent is one of the most important responsibilities of the school board, and it is the primary reason I am running for the board at this time. The ideal candidate should be a strong leader with a clear vision for the future of District 47 and a proven track record of driving academic success and fostering a positive culture.
They should be an excellent communicator who values transparency and collaboration, someone who can effectively engage with staff, students, families, and the community. A deep understanding of fiscal responsibility and the ability to balance educational priorities with budgetary constraints is also critical.
Additionally, the next superintendent should be approachable and supportive, with a focus on empowering educators and ensuring all students have the resources and opportunities they need to succeed.