Frequently asked questions

Public education has been a major part of my family's life: two of our children currently attend elementary school in Tsawwassen, two attend Langara (one graduated from Tamanawis Secondary and the other from South Delta Secondary) and our extended family attends elementary and secondary schools in both North and South Delta. I am running because I feel that students, families, educators and support staff deserve an independent, experienced and community-focused voice at the Board table, unencumbered by slate politics.

My service as a PAC Chair, PAC Secretary and District PAC Representative, along with being involved in many fundraising activities, gave me the opportunity to work directly with parents, educators and administrators and to better understand the challenges and opportunities within public education. I also bring significant governance and financial oversight experience from Board and Committee service as well as from the various industries in which I have worked.

I am motivated to put that experience to work making transparent and well-informed decisions based on what is best for students and our diverse community.

This is my first time seeking elected public office. While I have not previously been a candidate in a civic, provincial or federal election, I have substantial governance experience including service as Director of the Fraser Valley Real Estate Board and on its Finance and Board Governance Committees, as well as previous service as Chair of Tourism Sun Peaks and Tourism Richmond. I have also served on the Boards of the BC Restaurant and Foodservices Association and the BC Hotel Association.

I respect the essential role unions play in representing workers, protecting fair working conditions and bringing frontline knowledge to organizational decisions. My experience has taught me that strong organizations depend on regular and effective communication, clear processes and good-faith consultation.

I spent 25 years working in the hotel industry — a few of those years as a union member but most as a supervisor and General Manager. My goal in these management roles was always to ensure that everyone had a contributing voice in our organization and to advocate on behalf of the entire team, unionized or otherwise.

As a Trustee, I will approach CUPE 1091 as an important partner, seek to understand your members' priorities and working realities, respect collective bargaining and work constructively even when there are difficult decisions or differing views.

There always seem to be many critical issues facing schools, and they are closely connected: sustainable funding; the recruitment and retention of teachers, education assistants and other support staff; student learning and achievement; mental health, safety and belonging; and responsible long-term planning for facilities, technology and factors affecting enrollment changes.

Delta must prepare for financial headwinds as operating costs rise and revenues change due to declining enrollment. A loss of 100 Basic Allocation FTE students (fewer than 4 per school across the District) is equal to close to $1,000,000 less revenue. Trustees need to protect the programs and services students rely on and support employees with the tools, time and training they need. Emerging issues such as AI also require thoughtful policy, staff development, student education and strong privacy protections.

Other issues that cannot be ignored are the growing political pressures to undermine vital educational resources and historical truth. The Conservative Party of BC's call to remove all SOGI materials, programs and activities from public schools is deeply concerning, as is OneBC's promotion of rhetoric that minimizes or outright denies the documented experiences of residential school survivors. These positions threaten the safe, respectful and inclusive learning environments our schools must provide. Students deserve an education grounded in evidence, truth and respect, and one that protects every child from bullying and discrimination.

Equally troubling is the Conservative Party of BC's proposal to make "parental rights" a new responsibility of school Trustees. This language risks creating the false, and potentially dangerous, impression that Trustees and school districts do not already value parents or consider their perspectives. Meaningful parental involvement is essential, but it must not be used as a political dog whistle or as justification for policies that marginalize vulnerable students. Trustees have a responsibility to listen to families while protecting the safety, dignity and human rights of every child.

Across all these issues, maintaining public trust through meaningful engagement and transparent decision-making is essential.

I will advocate by listening directly to students, families, staff, PACs and partner groups, bringing their evidence-based concerns to the Board table. Advocacy also means using the Trustee role beyond Board meetings — working with fellow Trustees, communicating with provincial representatives of the Ministry of Education and Child Care and, when appropriate, city council.

My test for decision-making will be straightforward: will this improve learning, safety, well-being and opportunity for students while giving educators and support staff what they need to succeed? I will report back honestly on measurable outcomes, what the Board can do locally, what requires provincial action and the progress made.

In my experience, open and democratic governance always begins with timely, understandable information and genuine opportunities for people to influence decisions before those decisions are made. I will support fully accessible agendas, reports and meeting minutes, plain-language financial statements, clearly stated reasons for Board decisions, and meaningful consultation with affected stakeholders — students, families, staff, unions and PACs. Public reporting on progress against stated goals will be forthright, timely and clear.

I will also ask that major proposals identify their evidence, costs over multiple years, staffing implications, consultation completed and expected effect on students. Closed and in-camera meetings should be limited to matters that legitimately require confidentiality. When improvement is needed, I will advocate for practical reforms such as clearer public reporting, earlier engagement on significant changes, follow-up reports on implemented decisions and regular review of governance policies.

Provincial funding fluctuates based on overall enrollment, while districts must manage rising costs for staffing, benefits, utilities, insurance, transportation, technology and more. A funding shortfall cannot be solved indefinitely through reductions without adverse effects on students and staff. We require adequate, predictable and sustainable funding from the Province that reflects actual cost pressures, student complexity, inclusion needs and the realities of recruiting and retaining qualified employees.

As a Trustee I will commit to fully understanding and publicly explaining Delta's financial position and identifying the specific consequences of funding gaps. I will work with fellow Trustees, employee groups, PACs, BCSTA and other districts to present evidence-based funding requests to the Province, and locally I will insist on responsible financial stewardship.

First and foremost, I am a firm supporter of the Delta School District's Justice and Equity Action Plan.

I will support educators by treating their frontline experience as essential to building schools where every child and family feels welcomed, safe and respected. Inclusion must be a lived reality, not simply an aspiration in a plan.

I will listen to CUPE members, teachers and administrators about the barriers they see, and evaluate policy and budget decisions for their effect on students who face those barriers. I will also support respectful communication with families while remaining firm that every student and employee has the right to a learning and work environment free from discrimination, harassment and bullying.

Beyond adherence to the Delta School District Code of Conduct, I will ask for reliable, privacy-respecting information on incidents, injuries, response times, recurring risks and gaps in training. Plans should be developed with students, families, CUPE, teachers, administrators and appropriate community partners. The Board must monitor whether its policies are working and provide the resources necessary for safe, healthy learning and working environments.

Recognizing that the District has both a District Manager – Safer Schools and the DPD School Liaison Program, I will look for evidence to support these and ensure that both are working collaboratively and having the appropriate impact.

I am not fully up to speed on the current critical Education Assistant staffing shortages in Delta, and I would recommend that the Board first listen directly to Education Assistants and CUPE representatives to identify the causes of vacancies, turnover and absences. Agreed-upon solutions should address the full employment experience.

I will support partnerships with post-secondary institutions to develop local training, effective recruitment and onboarding processes, and regular public workforce reporting, and I will advocate to the Province for targeted, reliable and stable funding.

In my experience, staffing shortages are rarely solved by recruitment campaigns alone. The District must understand why qualified people leave or decline positions, including compensation, workload, workplace safety, limited advancement, training access and the availability of comparable work elsewhere.

Trustees can, and should, require regular workforce data, ensure budgets reflect realistic staffing costs, support good-faith bargaining, make appropriate investments in recruiting and retention, and hold management accountable for timely hiring processes. I would definitely favour a jointly informed recruitment and retention plan with CUPE 1091.

Contracting out or privatizing services is a slippery slope — one that I feel should be avoided.

I would consider an external contract only in very limited circumstances: if there is specialized expertise or a genuine temporary need that the District cannot meet internally, and after ensuring the long-term impacts are fully explored. Any such proposal must comply with collective agreements, involve meaningful and early consultation with union members, be transparent about the overall rationale and demonstrate a clear public-interest benefit.

Public funds should always prioritize a strong, accessible and inclusive public education system that serves every student. I will advocate for ongoing sufficient funding for public schools before any public resources are directed to private and independent alternatives. I do not support measures that weaken public education, increase inequity or create a two-tier system.

Trustees' direct authority is limited concerning provincial funding, but I will nevertheless use my advocacy role to make the case that public education must be fully funded and that all public dollars must carry strong requirements for accountability and accessibility. I do not support the introduction of publicly funded charter schools.

AI can support administrative efficiency and staff productivity, but it must never replace professional judgement, meaningful human relationships or appropriate staffing. Any use of AI must be purposeful, evidence-based and transparent.

I will support a framework developed with all stakeholders — educators, support staff, students, families, privacy experts and unions. It should robustly address privacy, discrimination, cybersecurity, human review and clear limits on automated decisions. Ongoing training for all is required, and students need age-appropriate AI literacy with guardrails — how to use AI critically, understand its limitations and verify the information it presents. New tools should always be piloted and evaluated before district-wide adoption.

I would welcome accessible childcare support within the Delta School District, and with recent provincial investments providing capital, startup and operating support, this is definitely something to consider.

I would support Delta applying for available funding and developing a childcare strategy based on demonstrated community needs. It should be created in consultation with families, CUPE, staff and childcare professionals, with careful consideration given to staffing, affordability and available space. A phased rollout should prioritize communities with the greatest need while ensuring the program does not displace educational programs or create unfunded pressures for the District.

I would also suggest looking to the 22 districts receiving capital funding as part of this program for best practices and areas of opportunity.

Trustees should provide informed oversight without interfering with bargaining teams. They must ensure Delta's priorities — including recruitment, retention, workplace safety and student services — are appropriately represented, and have a full understanding of the financial implications of proposed agreements, while maintaining constructive relationships with employees and unions between bargaining rounds. When provincial mandates or funding limit local solutions, Trustees should advocate for the resources needed to reach fair, sustainable agreements.

Beyond established channels and methods, I would welcome periodic labour-partner roundtables tied to Board priorities, structured opportunities for CUPE representatives to provide input on policies that affect their members, and worksite visits that help Trustees understand frontline roles and conditions. I would also welcome an annual workforce briefing covering vacancies, retention and pressures. These conversations should be purposeful, fully documented where appropriate, and followed by clear communication about what the Board can act on.

I want to answer this honestly. I have not led or participated in a specific community initiative focused on Truth and Reconciliation, anti-racism, decolonization, equity, diversity, inclusion and belonging. I fully support this work, and within my family I have tried to ensure that my children receive the education and historical understanding that my own schooling did not provide. I grew up in an education system that ignored the history and continuing effects of colonialism and residential schools, and I recognize that acknowledging that gap is only a starting point.

If elected, I will approach this work with humility and a willingness to listen and learn. I fully support the Delta School District's Justice and Equity Action Plan, the Truth and Reconciliation Commission's Calls to Action and the Declaration on the Rights of Indigenous Peoples Act, and I will seek continued guidance from local First Nations, Indigenous staff, students and families.

I will also support policies and resources that address racism and discrimination and ensure that students, families and employees of every identity and background experience genuine belonging. I will not claim expertise or lived experience that I do not have, but I will commit to doing the work, being accountable and using the Trustee role to move the community into action.