Get to know the local candidates on your Elk Grove ballot for the 2024 election
Elk Grove Mayor
Three candidates
BOBBIE SINGH ALLEN
Age: 53
Residence: Elk Grove
Title/occupation: Mayor of Elk Grove
Education:
- BA in government from Sac State
- JD from Lincoln Law School
Work experience: Trade association executive representing gas stations, convenience stores, and hospitality sector since 2008.
Civic engagement:
- Mayor of Elk Grove, 2020-present
- Elk Grove Unified School Board, 2012-20
- Greater Sacramento Economic Council Board, 2020-present
- Commissioner Visit CA, 2016-24
- Elk Grove Food Bank Board
- Elk Grove Teen Center Board
Elk Grove continued population growth is likely to cause traffic congestion, increase in crime and a need for advanced healthcare. How do you plan to monitor this growth as the city welcomes new residents?
The city is investing in traffic light synchronization. The traffic signal synchronization project coordinates the green light times for a series of intersections along Elk Grove Boulevard and Laguna Boulevard/Bond Road between Bruceville Road and Elk Grove Florin Road. This will help reduce traffic delays and congestion experienced by motorists.
Kammerer Road Extension from Interstate 5 to Bruceville Road is underway to extend it west at the I-5/ Hood Franklin Interchange. The city is also working on the Whitelock Interchange with CalTrans on Highway 99 to alleviate congestion. The ACE train station will also break ground soon, connecting the city to the region and Bay Area. I serve on the SacRT Board to help bring light rail/bus rapid transit to the city. Additionally, we continue to support the Kids Ride Free program for our students on our buses.
I led the efforts to pass Measure E, which allowed for a 1-cent sales tax increase to help fund increased public safety and reduce crime. Elk Grove continues to be one of the safest cities in the state. We have invested in technology, more staff and outreach services like drones as first responders, improving 911, and gang prevention.
We will break ground on a full-service hospital with Dignity Heath soon and have already added health care services with Sutter Health, UC Davis, and Kaiser Permanente to serve the needs of the community.
Working collaboratively with city staff and the region is critical to providing continued high quality of life for our residents. I work with key stakeholders to ensure Elk Grove is well positioned to meet the resident’s needs.
How will you prioritize access to affordable housing in Elk Grove, not just for low-income residents but for middle-class households who are increasingly getting priced out of the city?
A priority for me is to build more affordable housing for middle-class households. We need to build more housing for working families like our police officers, firefighters, teachers and others to be able to live in the communities they serve.
Elk Grove enjoys a high quality of life with great schools, parks, roads, safety, and more. As such, the city has become a destination for many families moving here from the Bay Area that has driven up the cost of housing.
The council and staff are creating higher-density options to build more affordable “entry level” homes. I would like to see more homeownership opportunities for households, not just renting apartments, condos, and homes. Ultimately, I hope my two sons are able to buy a home in our city as they build their family and life.
The city offers a homebuyer assistance program. This program provides silent second, deferred-payment loans to first-time homebuyers meeting certain income and eligibility requirements.
The city continues to ensure that our development fees are competitive with the region so that the cost of building in Elk Grove remains attractive.
The city has approved numerous multifamily housing projects in Elk Grove. They range from low income, moderate, and market rate. The city has invested $78 million in over 2,000 affordable housing units in different multifamily developments.
The key to achieving any policy goals is to have a strong working relationship with colleagues and staff.
How do you plan to address the growing numbers of unhoused persons in Elk Grove? Will you continue temporary housing or would implement a permanent option in Elk Grove?
Elk Grove has some of the region’s lowest unhoused rates. Almost all have ties to Elk Grove. My council colleagues and I want to male sure we take care of our people. The city launched an Enhanced Winter Sanctuary last year and provided wraparound services with our partner at the Gathering Inn. Many who utilized the services found permanent homes.
Building on that success, the city will offer year-round shelter starting this fall at the Calvary Christian Center. This will be funded though Measure E and provide compassionate care and wraparound services. This year-round shelter will operate until the city identifies a permanent location. This location could operate until October 2028.
We have a strong partnership with Elk Grove HART (Homeless Assistance Resource Team) and provide supportive housing for families in need.
The city has also invested in supportive and permanent supportive housing to meet the needs of our vulnerable population.
The city successfully worked with a developer to move a permanent supportive housing development to a larger site, providing more units that are larger than the originally planned studios in Old Town.
I remain committed as mayor to step up and continue the great work we have already begun.
LYNN WHEAT
Age:
Residence: Elk Grove
Title/occupation: Retired Registered Nurse
Education:
- B.S. in nursing, CSU Humboldt
- School nurse credential, CSU Sacramento
Work experience:
- Registered Nurse, Sutter Memorial Hospital
- Registered Nurse, Sacramento County Office of Education
- Registered Nurse, Twin Rivers School Unified School District
- Registered Nurse, Galt Elementary School District
Civic engagement:
- City of Elk Grove Climate Ambassador (current)
- Environmental Council of Sacramento, Elk Grove at-large member (current)
- City of Elk Grove, Member, Police Chief’s Community Advisory Board (2018-21)
- City of Elk Grove, Ad Hoc Committee on Diversity Audit and Inclusion (2017-19)
- Elk Grove GRASP, founder, grass-roots citizen land use engagement (2011-16)
- City of Elk Grove, Citizen Planner, land use stakeholder group (2015-19)
- Elk Grove Unified School District, Family Life Education Advisory Committee (2002-19)
- Feickert School Parent Teacher Club Member (1990-99)
Elk Grove continued population growth is likely to cause traffic congestion, increase in crime and a need for advanced healthcare. How do you plan to monitor this growth as the city welcomes new residents?
The city is required by state law to submit an Annual General Plan Progress Report to include met and unmet traffic, safety and health needs. The latest report states that “market driven/dependent and various projects are being pursued across the city.”
I have read the city’s annual report and continue to be concerned about reliance upon “market driven/dependent policies.” The placement of the annual report on the consent agenda does not promote comments or discussion. It is apparent not all needs are being met by the “market,” as evidenced by the recent affordable housing lawsuit filed against the city by the state attorney general.
As mayor, I would request quarterly status reports on completed actions and unmet goals by the responsible city departments. The quarterly reports would assure that the city does not become complacent and stays committed to the state’s intent of the annual report. Should the report determine the standards and policies are not being met, there would be ample time to reevaluate the work effort and make corrections.
I would also reactivate the city’s “Join the Movement” campaign along with a “watch for bikes and pedestrians” campaign to encourage walking and biking to retail centers and schools. I would also increase funding to provide infrastructure that promotes alternative modes of transportation and expand the curb-separated trails. Historically, the city’s trail network has relied solely on regional or state grants without a local funding commitment. Promoting more walking and biking would also promote greater health benefits for our residents and help relieve vehicle congestion and improve air quality.
We are a safe community because of our police department’s active programs in the community. However, I would conduct further outreach and visibility in the neighborhoods with patrols driving the neighborhoods.
How will you prioritize access to affordable housing in Elk Grove, not just for low-income residents but for middle-class households who are increasingly getting priced out of the city?
Elk Grove’s rapid growth has resulted in massive subdivisions of extremely large, high-priced single-family homes, some having as many as five and six bedrooms. The city permits these developers to pay an in-lieu affordable housing fee instead of constructing affordable housing. The city then leverages those collected funds to develop affordable rental apartment projects. No progress has been made in providing starter homes for first-time buyers.
As mayor, I would push for the creation of an inclusionary housing ordinance that is similar to Roseville’s, which would require that 10% of all units within a new subdivision be deed restricted for low-and moderate-income households. I have spoken numerous times on this during public hearings, but there appears to be a policy direction of the current city leadership to let the market dictate what gets built, which has been the largest, highest-priced homes that will fit on the lots.
I would explore the practical feasibility of promoting alternative housing types, such as manufactured homes, duplexes, condominiums and expanded use of accessory dwelling units as a way to provide greater housing options and expand the inventory of affordable housing.
I would engage in public-private partnerships that could provide affordable housing types on land purchased by the city and offered to the developers at a discounted rate as an incentive. This would include an evaluation of the current zoning regulations that could be creating an obstacle to this type of housing. I would also require an updated fee study to ensure that current development impact fees are sufficient to mitigate the impacts of new development.
How do you plan to address the growing numbers of unhoused persons in Elk Grove? Will you continue temporary housing or would implement a permanent option in Elk Grove?
I have participated in several ride-alongs with the city unhoused liaisons and have seen firsthand the extent of the problem. Unfortunately, the city recently passed an ordinance making it a misdemeanor to camp in public spaces, and this now shines a greater light on the inadequacies of facilities and services for the unhoused.
The issue of addressing our homeless community is complex and cannot be solved with a one-size-fits-all approach. I support a coordinated regional effort to provide temporary housing as well as permanent housing options. Back in 2017, I proposed to our City Council a tiny-home community concept, but it was dismissed outright. It is frustrating to see tiny-home communities succeed elsewhere nationwide and not proactively being considered in Elk Grove.
While the city has taken some steps to address our unhoused population with three approved transitional home settings, one permanent home setting and a future permanent senior home, there seems to be lacking a clear policy to address the unhoused problem in Elk Grove, and the state attorney general was also forced to file a lawsuit against the city in this regard.
As mayor, I would work with the local and regional homeless coalitions and lead by example as the second-most-populous city in Sacramento County. Innovative and compassionate leadership is needed, and to date, the current city elected have not seriously addressed this until forced by lawsuit. I would also increase the budget for housing programs from the healthy sales tax reserve fund, and support the outstanding housing department staff by greater encouragement of their creative ideas and recommendations.
To me, leadership means being able to discuss the inconvenient truths, the unfinished tasks, the unpopular ideas, all while bringing in all represented and underrepresented groups to work on common goals.
OTHER CANDIDATE
Candidate who did not respond: Brian Pastor
Elk Grove USD, Area 1
Two candidates
SUSAN DAVIS
Age: 63
Residence: Sacramento
Title/occupation: Retired school secretary/labor president
Education: Due to my father’s career in the U.S. Air Force, my education has spanned the globe, starting in Great Britain and continuing in Oklahoma, Utah, Minnesota and Montana. I attended American River College and Cosumnes River College, and graduated from Elk Grove Unified School District’s Adult Education program with certifications in office procedures and computer programs. Throughout my career, I have also engaged in professional development, including training in outward mindset, labor bargaining, and diversity, equity and inclusion (DEI).
Work experience: I started working at 13 in my father’s appliance repair business and later worked in Montana’s cherry fields. As an adult, I began as a waitress, building meaningful customer relationships, and went on to work in telemarketing, retail, the restaurant industry and business offices.
I thrived in the HVAC industry as a parts specialist and warranty administrator for Carrier Corp. At 40, I shifted careers to become an elementary school secretary, a role I cherished until retiring in June. This position allowed me to support students and families, making a significant impact on their school experience.
Civic engagement: I have dedicated much of my life to community volunteering, particularly with the Florin Girls Softball League, where I served as president for over 12 years, providing a safe space for young girls from economically challenged areas. I’ve also advocated for education by establishing and awarding scholarships through our labor group, benefiting both members’ children and the members themselves. Additionally, I’ve led fundraising initiatives and organized holiday gifts for families in need, ensuring they have had a brighter holiday season.
How should the district manage Elk Grove’s increasing population in the district?
First and foremost, the district needs to conduct a thorough demographic analysis to anticipate where growth is most concentrated. This data will inform decisions on where to build new schools or expand existing ones. Prioritizing areas with the most significant population increases will help to prevent overcrowding and ensure that students have access to well-equipped, modern facilities.
In the short term, the district should explore creative solutions such as temporary classrooms or modular buildings to accommodate students while more permanent structures are being planned and built. Additionally, redrawing school boundaries may be necessary to balance student populations more evenly across the district, though this must be done with sensitivity to the impact on students and families.
Another critical component is ensuring that the district’s staffing keeps pace with the growing student population. This includes not only hiring more teachers but also expanding support staff, including counselors, special education professionals, classified staff and administrative personnel. The district should actively recruit and retain high-quality educators and classified staff by offering competitive salaries, professional development opportunities and a positive working environment.
Investing in technology and infrastructure is also essential. The district should ensure that all schools are equipped with the necessary resources to support digital learning, which can help manage larger student populations by offering flexible learning options. We also need to collaborate with local trades to provide pathways for our students who chose not to go to college.
Finally, engaging the community is crucial. The district should maintain open lines of communication with parents, students, and community members, seeking their input on how best to manage growth. By working together, the district can develop innovative solutions that meet the needs of its expanding population while maintaining a high standard of education.
In 2018, hundreds of Elk Grove students and parents gave their testimony about issues of racism within the district, especially disproportionate discipline of Black students. Has the district done enough to address racism on school campuses? How will you work to advance racial equity?
The 2018 testimonies from Elk Grove students and parents revealed deep issues of racism and disproportionate discipline of Black students within the district. Although some progress has been made, more work is needed to address these systemic issues and ensure all students feel safe, valued and supported.
The district’s efforts, such as implicit bias training for staff, revising discipline policies and promoting diversity, equity and inclusion (DEI), are positive steps but only the beginning. The ongoing disparities in discipline and academic outcomes for Black students show that deeper, systemic changes are essential.
To advance racial equity, I will advocate for comprehensive, ongoing training for all district staff in cultural competency, anti-racism and restorative practices. Embedding this training into the district’s culture will help ensure that every educator and administrator understands the importance of equitable treatment and the impact of bias on students.
I will also push for the transparent collection and reporting of data on discipline, academic performance and other key metrics, disaggregated by race. This will be crucial for identifying issues and holding the district accountable for meaningful progress.
Community engagement is vital. I will work to create forums where students, parents, and community members can share their experiences and provide input on policies and initiatives. Their voices must be central to any effort to address racism and promote equity.
Finally, I will support initiatives that provide targeted support to Black students and other students of color, such as mentoring programs, culturally relevant curriculum and increased access to mental health services. By taking these steps, we can move closer to a district where every student has the opportunity to thrive, free from the burdens of racism and inequity.
What is the key initiative you want to pursue if you are elected?
If elected, my key initiative will be to address disparities in educational outcomes across the district, ensuring that all students, regardless of their background, have equitable access to high-quality education and resources.
To achieve this, I will focus on several key actions:
Equitable resource allocation: Assess and adjust the distribution of resources to ensure that schools with the greatest needs receive adequate support. This includes funding for academic programs, special education services and extracurricular activities.
Enhanced support for underserved students: Implement targeted programs to assist students from underserved communities. This involves increasing access to tutoring, mentoring and counseling services, and ensuring students have the necessary materials and support for academic success.
Staff training and development: Invest in continuous professional development for educators to enhance cultural competency, anti-racism and restorative practices. Ensuring that all staff are prepared to manage diverse classrooms and support all students effectively is essential.
Data-driven decisionmaking: Establish transparent mechanisms for collecting and analyzing data on student performance, discipline and resource allocation. Use this data to identify gaps and make informed decisions to address disparities.
Community engagement: Build strong partnerships with parents, community organizations, and local leaders. Create forums for open dialogue and collaboration to ensure that the voices of students and families are integral to decision-making processes.
By focusing on these areas, I aim to create a more equitable educational environment where every student has the opportunity to thrive and reach their full potential.
OTHER CANDIDATE
Candidate who did not respond: Tony Perez
Elk Grove USD, Area 6
Two candidates
JENNIFER BALLERINI
Age: 65
Residence: Elk Grove
Title/occupation: Retired Elk Grove Unified School District Employee
Education: I am a high school graduate. In addition, I also earned my Library Technology Certification in 1999 from Sacramento City College. To enhance my knowledge I have also taken many classes and workshops offered by my school district during my employment.
Work experience: I retired from the EGUSD after 31 years. My diverse background includes positions as a library technician, paraeducator and an administrative assistant in various departments including Student Support, Secondary Athletics and Facilities. I was elected and served as President of AFSCME Local 258 for 10 years, representing the largest classified union in the district. During my time as president I successfully collaborated to negotiate contracts, improve workplace conditions and salaries, balance budgets, and advocate for the community.
Civic engagement: I am currently appointed to serve as a member of the Elk Grove Unified School District’s Measure M Citizens’ Oversight Committee. I was also appointed to serve as a director representing AFSCME Local 258 on the Elk Grove Unified School Districts’ EGBERT Board.
EGBERT is a public joint labor management trust. It was established to provide post-retirement health insurance benefits for the EGUSD employees. As president of AFSCME Local 258 I worked with United Way on their “Christmas Basket Campaign” to provide meals and gifts for AFSCME workers and their families.
How should the district manage Elk Grove’s increasing population in the district?
The district recently completed their Facilities Master Plan for the next 10 year span (2025-2035). The Facilities Master Plan, developed through community engagement, focuses on preserving and enhancing existing school sites and advancing learning environments with new construction. It considers factors such as enrollment, site size, shared facilities, outdoor areas, career technical education, and early education programs. By continuously analyzing needs and incorporating community feedback, EGUSD ensures that its facilities support optimal learning conditions, aiming to serve students effectively now and in the future.
Enrollment forecasts show that overall attendance is projected to exceed 68,600 by 2033.
However, growth patterns vary across the district, with some areas experiencing significant growth while others decline. An analysis of facility utilization examines each school’s capacity and enrollment levels. Elementary schools, on average, operate at 81% utilization, with 18 schools currently categorized as crowded, exceeding the 85% threshold. Looking ahead to 2029-2030, over 21 elementary schools are projected to be crowded, with a district-wide average utilization of 90%. At the middle and high school levels, lower enrollment results in a 73% overall utilization rate, with no middle schools currently categorized as crowded. However, several comprehensive high schools are nearing or exceeding capacity, with Albiani MS and Pleasant Grove HS projected to experience significant overcrowding above 100% in the 2029-2030 school year.
The analysis underscores the need for proactive planning to address enrollment growth and ensure sufficient school capacity. By incorporating enrollment forecasts and capacity assessments, EGUSD can make informed decisions to optimize facility utilization, address overcrowding, and provide quality education for all students. Through ongoing collaboration with stakeholders and careful monitoring of demographic trends, EGUSD is poised to effectively manage enrollment and capacity challenges to support student success.
In 2018, hundreds of Elk Grove students and parents gave their testimony about issues of racism within the district, especially disproportionate discipline of Black students. Has the district done enough to address racism on school campuses? How will you work to advance racial equity?
Addressing racism in schools is a critical issue, and while it’s difficult to quantify whether a district has done “enough,” it’s clear that progress can always be made. In the case of the Elk Grove Unified School District, it’s essential to assess both the actions taken and the impact of those measures. To evaluate whether the district has made sufficient progress, I considered the following factors: policy changes, training and professional development, community engagement, data and accountability, and support systems.
The district created a new department called “Educational Equity.” Educational Equity coordinates and manages equity-based work in the district. Educational Equity focused on promoting equitable practices and decisions to increase the academic proficiency of students and close the persistent opportunity, access and achievement gaps. In the first year of existence, they provided leadership, collaboration opportunities, and expertise to build a vision and strategic plan of equity. I understand that in the coming years they are going to: continue to review and revise policies, expand the training programs, enhance data transparency, strengthen community partnerships, increase student support, and foster an inclusive culture. By implementing these strategies and continuously evaluating their effectiveness, the district has worked towards a more equitable and just educational environment for all students.
What is the key initiative you want to pursue if you are elected?
Libraries: School libraries are sometimes the only access that students have to obtain books and other electronic resources other than Google. These libraries are currently understaffed, according to Library Program Standards set forth by the California Department of Education. The 15 hours per week paid for out of the district’s General Fund is not enough time to teach our students digital literacy, including cyberbullying, credibility of sources, and protecting their digital footprint. Some schools have additional hours paid for by Title 1 funds or their school’s PTA/PTO. Although this support is helpful, it causes an equity issue.
The library technicians at the elementary schools have very little support and training. I would like to see the district hire a credentialed librarian to act as the district librarian, specifically to support and train the elementary library technicians. The district librarian would also be responsible for making sure that the collections in all of the elementary school libraries contain books that celebrate diversity and inclusion, as well as be appropriate for the age levels of the students at the school. A credentialed librarian has the knowledge and training to make these decisions and they already do so in the middle and high school libraries in the district.
JACQUELINE ORTIZ
Residence: Elk Grove Area 6
Title/occupation: Mother
Education: Bachelor of Science in Biology, UCLA
Work experience: I have 23 years of experience in finance, focusing on underwriting commercial real estate loans for small businesses.
Civic engagement: I have been actively involved in children’s programs for nearly 30 years and have regularly attended school board meetings.
How should the district manage Elk Grove’s increasing population in the district?
I see new homes going up in Area 6 and keep hearing directly from families who feel the district is not keeping pace with the growth. Parents are being forced to drive their kids across town, passing by schools closer to home, because they are overcrowded. That is not how a community should function. We need to prioritize building schools where families are at, instead of focusing on short-term projects like replacing carpets. The district’s focus should be on providing students with schools close to home, making life easier for parents and ensuring every child has access to a safe, quality education in their own neighborhood.
In 2018, hundreds of Elk Grove students and parents gave their testimony about issues of racism within the district, especially disproportionate discipline of Black students. Has the district done enough to address racism on school campuses? How will you work to advance racial equity?
The pain from 2018 is still felt today. We saw two non-minority students at Pleasant Grove High School post racist remarks directed at Black students, and the district faced scrutiny over the disproportionate suspensions of Black students. In response, the community recommended that the district introduce racial healing circles, staff training, and community surveys. But the questions remains were these recommendations implemented, and if they were, are they actually working?
We need to ensure initiatives employed are making a real difference. The district must actively engage Black students, their families, and community groups like BYLP and FBSU to fully understand the effectiveness of these programs. Their voices are crucial in shaping policies that work, and we owe it to them to listen and act. Only by collaborating with those who have a direct interest in the well-being of our students can we make lasting improvements. Having experienced racial discrimination myself, I have a vested interest in ensuring that every student in our school district is treated with the dignity and respect that every human being deserves.
What is the key initiative you want to pursue if you are elected?
As a mother and community leader, my priority is ensuring that our schools provide a safe, supportive, and academically strong environment for all children. My focus will be on increasing parental involvement, improving school safety, enhancing educational outcomes, and ensuring fiscal transparency.
First, parents deserve a stronger voice in their children’s education. The district currently informs parents of curriculum changes but rarely seeks their input. I will introduce regular surveys and forums, so parents can have a direct role in shaping educational policies.
Second, we must prioritize school safety. With too few School Resource Officers and inconsistent safety protocols, our schools are at risk. I will advocate for more SROs and comprehensive safety training for staff and students to ensure a secure learning environment.
Third, academic success should be the focus of teacher-parent communication, not just behavior. I will advocate for regular academic updates and personalized support plans for students who need extra help, ensuring that every child has the opportunity to succeed.
Lastly, fiscal transparency is essential. Parents and the community deserve to know how their tax dollars are being spent. I will push for detailed budget reports and open community discussions on spending to make sure resources are directed where they’re needed most toward student success. By focusing on these areas, I will work to create a district that listens to parents, protects students, and ensures every child has the opportunity to thrive.
Elk Grove USD, Area 7
Three candidates
CARMINE S. FORCINA
Age: 82
Residence: South Sacramento County
Title/occupation: School Board Member
Education:
- Bachelor of Arts, 1968
- Master of Arts, 1969
- Teaching credential, 1969
- Administrative credential, 1973
Work experience:
- Santa Clara County Office of Education, 1970-97
- Teacher
- Vice principal
- Principal
- Director
- Assistant superintendent, Student Services Division
Civic engagement:
- Youth sport coach, 1982-2010
- Knights of Columbus
- Optimist Club
- Member of the board, EGUSD Trustee Area 7, 2012-present
How should the district manage Elk Grove’s increasing population in the district?
It is important to have updated facilities-need studies, meet with builders and developers as well as city managers from all agencies and parts of the district, and predict new school needs in order to be in front of new school construction.
In 2018, hundreds of Elk Grove students and parents gave their testimony about issues of racism within the district, especially disproportionate discipline of Black students. Has the district done enough to address racism on school campuses? How will you work to advance racial equity?
The district has taken this issue seriously. The district has trained all levels of staff for use of alternate discipline, including restorative justice. Additionally, all staff have been undergoing DEI training. Educational programs have been provided for students with historically low performance. My job as a member of the board is to ensure that the administration remains vigilant with respect to providing high-quality instruction, the provision of high-quality curriculum and high- quality assessment as it continues with its focus on school climate.
What is the key initiative you want to pursue if you are elected?
My key initiative is to ensure that ALL children receive a high-quality education that prepares them for college or career. It is important to keep a focus on equity and inclusion as programs are made available to students and assessed.
REHANA REHMAN
Age: 45
Residence: Rancho Cordova, CA
Title/occupation: Mother/Businesswoman
Education: I earned my Associate of Arts degree from De Anza College in 2007 and was awarded the President’s Award. I then transferred to the University of California, Berkeley in the fall of 2008, where I completed my Bachelor of Arts in English Literature in 2011. My educational journey has instilled a deep appreciation for critical thinking and communication, which I aim to bring to the Elk Grove Unified School District if elected as a Trustee for Area 7.
Work experience: I have extensive experience in communications, marketing and event management across various industries. At Cisco, from 2014 to 2018, I led social media initiatives and managed diversity programs, including women in engineering. From 2017 to 2021, I worked with Denise Young Smith, a former C-level Apple executive, where I spearheaded PR and digital communications for diversity and inclusion efforts. At ChargePoint from 2021 to 2024, I led communications and event strategies, followed by my role as senior social media manager at Amperage Capital from 2022 to 2023, building a thought leadership platform for the CEO.
Civic engagement: I’ve been actively involved in my community through various leadership and volunteer roles. I serve as team manager and operational board member at San Juan Soccer Club (2022-present) and fall coordinator and vice president of the McGarvey Elementary PFO (2023-present). I am also a parent liaison on the McGarvey Elementary PBIS Working Team and assisted with communications for the Pleasant Grove High School PTSO (2023-present). My past roles include working in the Institute of Community and Civic Engagement from 2006-2007, and the Asian Pacific American Leadership Institute in 2008. Saratoga High School: Media Arts Program Board of Directors: Communication (2017-2021)
How should the district manage Elk Grove’s increasing population in the district?
EGUSD is the fifth-largest school district in the state and is slated to move into the No. 2 spot over the next 10 years. Managing Elk Grove’s growing population requires a forward-thinking approach and substantial investment in our infrastructure. Our schools are facing significant overcrowding, which impacts not only educational quality but also transportation and student safety. To address this, I am committed to advocating for the construction of new secondary schools and the expansion of existing facilities to better serve our increasing student body. The current board recently approved the Facilities Master Plan for our schools this July, and a couple of the high-priority areas needing more schools have been addressed.
Ensuring that we secure adequate funding from both local and state sources is crucial. This means actively pursuing grants, collaborating with governmental agencies, and leveraging community resources to meet our educational infrastructure needs. By taking a proactive stance, we can effectively balance the immediate needs of our current students with the long-term growth of the district.
Strategic planning will be key in managing this growth. We need to create a comprehensive plan that anticipates future demands while ensuring that every student receives the quality education and resources they deserve. It’s about building not just for today in a proactive manner, but for the future, ensuring that our schools can support and nurture every student’s potential.
In 2018, hundreds of Elk Grove students and parents gave their testimony about issues of racism within the district, especially disproportionate discipline of Black students. Has the district done enough to address racism on school campuses? How will you work to advance racial equity?
While I know there has been progress made, there is still much work to be done to address racism and systemic inequities in our schools. Disproportionate discipline of Black students and other marginalized groups remains a critical issue that demands continuous action. The data shows that Black students are disciplined more harshly than their peers for similar infractions, contributing to cycles of disengagement and inequity.
As a board member, I will advocate for district-wide cultural competency and implicit bias training for all educators and staff. I strongly believe in implementing restorative justice practices to shift away from punitive discipline and create a school environment where students learn from their mistakes and repair harm done. These programs will foster accountability while reducing reliance on suspensions and expulsions that disproportionately impact students of color.
I will push for greater transparency and accountability by tracking and publicly reporting discipline data to ensure that we are reducing disparities so we can report progress on racial equity. Furthermore, it is essential to engage in open dialogue with students, families and community members, involving them in shaping policies and practices that reflect our shared commitment to fairness and inclusion. Additionally, working closely with secondary school clubs like the BSU to have open discussions and engagement opportunities with the wider school community so students can share their stories of being impacted by racial inequity.
Advancing racial equity requires intentional, sustained effort, and as a board member, I will work relentlessly to ensure that all students are treated with dignity, respect, have a safe space and the support they need to succeed.
What is the key initiative you want to pursue if you are elected?
My key initiative is to enhance academic excellence by improving overall math proficiency and making stronger gains in early literacy across all schools. These foundational skills are crucial for students’ long-term success, and by providing targeted support like tutoring, intervention programs, and professional development for teachers, we can ensure all students receive the attention and resources they need to thrive.
Additionally, I am committed to reducing class sizes. Smaller class sizes allow for more individualized attention, enabling teachers to better meet the diverse learning needs of every student. This is particularly important in math and literacy, where early intervention is key to improving outcomes.
I will also work to promote inclusive policies that ensure all students regardless of background or circumstance have equitable access to a high-quality education. We must actively address the barriers that disproportionately affect marginalized communities to ensure that every child has the opportunity to succeed and thrive.
Supporting our educators is equally essential. Teachers are the foundation of student success, and they need professional development, resources and manageable workloads to be effective. I will advocate for initiatives that support their growth and well-being, ensuring that they have the tools to create nurturing classroom environments where students can excel both academically and emotionally.
By focusing on these core areas academic excellence, class size reduction, and inclusive policies we can create a stronger, more equitable educational system that prepares every student for a bright future.
OTHER CANDIDATE
Candidate who did not respond: Heidi Moore
This story was originally published October 6, 2024 at 4:55 AM.