Hi I’m Carissa Thurman and I’m Running for Lake Mountain School Board seat 3. I started answering questions from Julie King, current School Board President for Alpine a while ago.
I did not finish posting them the first night I was working on them on here. There are also a lot of questions–so I think it will work best to break them up intentionally going forward as well.
7. What kind of relationships do you have with other elected officials?
I have interacted with multiple city employees and elected city officials (council members, economic development, chamber of commerce, and current candidates for mayor and city council) for my entrepreneurial work or and now most recently in anticipation of running for school board. Some interactions for my entrepreneurial work have been more collaborative; others more data gathering to assist in strategy, planning and needs assessment for the community. Unfortunately at times, my attempts at relationship building within our city government have been less successful, as emails or Facebook messages went unanswered—limiting my ability to create more significant interactions through phone calls, in-person meetings or through online conversations regarding the topics I wanted to discuss. On multiple occasions I have contacted my senators and representatives, at both the federal and state level about issues important to me that impact our country, state, and community. Deepening the relationships I have already started, and forging new ones with other elected officials within our own city, other cities and at higher government levels are a goal of mine if I am elected into this position of responsibility and will be working to help the community in that capacity. I would endeavor to find ways to work toward common goals, advocate for funding increases, and advance the legislative needs of the students and families in the district.
8. In negotiations what are you willing to let go and what are things that are essential?
Essentials:
Safety and needs of students
Values and vision of working toward student and community’s good
Sustainability (in impact on students, families, educators and staff, and community members)
Financial responsibility
Long term and short term health of budget and the area (the full ecosystem and community)
Secondary Needs
Timing—(such as with full independence, ownership, development, and implementation of programs existing in ASD which we would like to benefit our students) if we can continue to have access in the short term through shared agreements.
Details of how to implement something if the values, vision, etc. are still aligned and working toward common goals
Specifics of mutually beneficial agreements for shared resources with other districts or community partners if the goals and needs will be met for the agreements for the districts and student’s benefits.
9. What is your vision for the district in the next 5-10 years?
My vision for the district over the next 5–10 years is to establish an ecosystem where students, families, educators, the community, and local businesses are supported in ways that meet both immediate and long-term needs. This includes proactively planning schools and services to match community growth, fostering strong partnerships across educational models, and ensuring that educators and families thrive economically and socially. Ultimately, this vision supports student success, community sustainability, and a district infrastructure that grows with purpose and resilience.
Highlights
Schools built ahead of housing to prevent frequent boundary shifts
Land banked for future growth and reduced long-term costs
Partnerships with city and developers to minimize traffic and community impact
Students graduating emotionally, physically, and economically prepared
Teacher and staff stability through thriving wages, and support with the districts and their schools
Local businesses growing alongside schools through shared space and services
Alternative education options available locally through strategic partnerships with alternative educational entities to improve access for these students and organizations and to work to preserve and retain public funds in the area and flowing back into public education
District retains and expands programs like Polaris, ALL, SPED, teen centers, and others
Shared agreements with other new districts to prevent disruption for transitioning students
Long term growth of these independent programs within our district
Local athletic and recreational facilities supporting both student and economic goals
10. What is your definition of student success?
Student success is defined by growth and empowerment in all areas of a student’s life—academically, socially, emotionally, and personally. True success is multifaceted and includes not only academic achievement, but also development through athletics, the arts, social skills, emotional well-being, and meaningful relationships. It’s about supporting students in making strong choices now and preparing them to thrive in their future paths.
11. How will you make sure that all students have access to opportunities and needed resources?
To ensure all students have access to opportunities and needed resources, I would begin by advocating for the creation of a Student Support Services department modeled after Alpine School District’s current structure. Their department has done excellent work using data to identify needs and successes while providing valuable support to teachers, staff, and families. In our new district, we must gather input from current department staff to understand their strengths, barriers, and challenges and use that information to guide a responsive and effective system modeled after theirs from the ground up.
For specialized programs like Polaris, Summit, and CTE, I would prioritize thoughtful planning to rebuild or expand these offerings within the new district. In the short term, inter-district agreements could ensure continuity for students currently enrolled or in need of these services while we develop strong, sustainable versions locally. Likewise offer the same for students of the other districts to have continuity until they have replicated programs existing in ours like East Shore Online. Long term, I would advocate for these programs to be available in multiple schools or regions within the district, improving access and reducing the burden of switching schools to receive necessary services.
As a board member, I would champion a culture of feedback especially regarding needed resources and gaps in access—regularly seeking input from families, educators, community councils, and community members to inform decisions during the transition and beyond. I would work to enhance existing communication channels and identify gaps where families or staff feel unheard or unsupported. With this information, we can intentionally implement improvements, expand opportunities, and ensure all students have access to the resources they need to thrive.
12. What are your funding priorities?
My funding priorities will begin with the practical and foundational needs required to launch the new district successfully and ensure long-term sustainability. This includes addressing the loss of scale in areas like warehousing, transportation, printing services, and storage—critical systems that must be reestablished or adapted to support independent district operations.
Once these foundational needs are in place, my next priorities will be to increase teacher and staff pay and address overcrowding and rapid growth by building new schools. I will advocate for updated and expanded pay scales that better reflect the realities teachers and staff face both inside and outside the classroom. Affordability is a major challenge in our region, and educators must be able to live near their work and thrive in their roles.
To address growth, I will support building new schools proactively rather than reactively. While two new schools (an elementary and a high school) are already planned, I believe we must also begin saving now for additional schools. This approach ensures we can meet future needs without relying solely on large bonds or tax increases that may be difficult for families to afford.
Another critical funding priority is land banking—securing land now in strategic locations to prepare for long-term growth and eventual build-out. We must also allocate resources to create or replicate student support programs that have existed within Alpine School District but will remain outside the new district after the split. In the short term, I will advocate for shared agreements to ensure continuity for students while we build capacity. Over time, I’d support expanding these programs district-wide if data shows they’re successful and beneficial to our families.
13. How will you engage and communicate with parents and community?
I will engage with parents and the community through a variety of in-person and online methods—both one-on-one and in group settings. This includes participating in school community councils, attending neighborhood and community events, and communicating through websites, email, and social media platforms. I also plan to build connections with both existing and emerging community networks to share resources and important updates.
While I recognize the value of social media for reaching a broad audience and will maintain a presence there, I will not rely on it as my primary method of engagement. Due to the limitations of social media algorithms and my personal choice to limit screen time, I may not respond to every post or comment—but please know I care and will be working hard to connect with you in other meaningful and personal ways to address your concerns and respond to the needs you are worried about.
My goal is to maintain both formal and informal interactions with stakeholders—including families, educators, staff, and community leaders—so I can hear your concerns, understand barriers, learn from your insights, and work together to create practical, community-driven solutions. I want every individual to feel empowered to participate and to help shape a district that serves us all.
Comments