Why are you doing this?
Responsibility.
We often treat responsibility as if it’s a title or a burden: something assigned to us. But real responsibility doesn’t start when someone gives you a job. It begins when you decide to take ownership of your part in the bigger picture. That’s when things begin to shift.
Response ability.
Being responsible means having the ability to respond; to notice what’s happening, to stay close to the people it affects, to ask what’s really needed, and to act with care. It’s not just about reacting. It’s about choosing how to show up.
Ability to Respond.
That’s why I’m doing this. I’ve been a parent, a teacher, a voter, and an advocate. I’ve seen this system from all sides. And I’ve come to believe that as a trustee, I’ll be in a better position to respond — not just for my own family, but with others who are trying to be seen, heard, and supported too.
A trustee’s job isn’t to fix everything alone. It’s to help reconnect the pieces and ensure that no one gets left out of the picture.
Why I'm Running
In Alberta, the headlines tell an uncomfortable story: an impending strike, frustrated families, overwhelmed educators, and trustees seemingly caught between silence and defensiveness.
But systems don’t change when we cling to old scripts. They change when someone steps back, sees the full picture and chooses to respond.
That’s what I’m trying to do.
I’ve watched too many families get stuck in waitlists, too many staff stretched past their limits, and too many decisions framed around averages instead of realities. I’ve learned that problems that feel “invisible” to the system aren’t invisible at all; they’re just not being tracked, funded, or acknowledged.
When you’re not in the room where the strain shows, when you haven’t seen a child lose confidence, or a teacher hold back tears, or a family run out of options, it’s easy to believe that the data tells the whole story.
On paper, things may look manageable. In reality, they’re not.
Trustees are in a position to change that. Not by micromanaging, but by governing with eyes open by asking better questions, by staying close to the people affected, and by refusing to accept long-term scarcity as “normal.”
That distance isn’t accidental; it’s baked into the system’s design. Trustees are the ones with the leverage to close that gap.
I’m not running because I think I have all the answers. I’m running because I know how to listen, how to learn, and how to act when something’s not right, even when it’s hard. Because reconnecting governance to reality isn’t just possible, it’s necessary.
