Here’s your voter guide for the November, 2025 election. It starts with the six candidates for the Woodland Park School District Board presented in alphabetical order. We had them answer some basic questions. These answers are presented here in their entirety. They have not been edited or altered except that we removed boldface type within the text in order to prevent confusion with the headers. We are presenting them in alphabetical order.

Below the candidates is the Blue Book information as distributed by the Greater Woodland Park Chamber of Commerce.

School Board Cadidates

Clayton Austin

1. Do you support the current role of Merit Academy? Why or why not?

Yes, I support the current role of Merit Academy and all schools within the district. Choice in any marketplace is something we all demand. Education is no different. Students learn differently and choice strengthens the district to provide various programs for our students and their families.

The major role of Merit Academy is that it is filling the demand of a classical education for nearly one third of our district families. School choice is paramount for parents and Merit Academy is one of several ways our district offers options and choices for parents and their students. Throughout the district, our educators and students have worked hard to climb to stronger heights of achievement. Over the past two years, The district has ranked in the top 25% in the state. Summit Elementary is ranked 22nd out of 1,800 schools and Merit Academy has achieved the ranking of 5th of all K-12 schools in Colorado. Making sure we have choices for our students families is a crucial part of achieving the successes across the district.

2. What are your views on the American Birthright standard?

I would like to clarify a point of confusion with the American Birthright Standard (ABS). It is exactly what the title states; it is a set of standards and not a curriculum. This set of standards are meant to mix in to an existing curriculum. It is important to note that this measure was only defeated by 1 vote, on party lines, when the Colorado Department of Education board voted on whether or not to adopt it as a statewide social studies standard. The social studies courses offered in the high school, using ABS, are approved by the NCAA. Initially, it was a concern by community members, that our courses would not be approved, yet NCAA has approved the courses and our student athletes are not hindered by the history classes when it comes to NCAA eligibility.

The current state standards do not mention the Pledge of Allegiance, do not mention several major historical turning points such as Pearl Harbor and Gettysburg other than in categorical passing, and only mentions George Washington once in 5th Grade. LGBTQ standards are also mentioned 14 times.

ABS on the other hand teaches the Pledge of Allegiance in Pre-K, kindergarten and 1st grade, dissects the historical importance of major turning points and teaches students about George Washington from elementary through high school.

I believe it is important to teach our students the whole history so they can be proud of the great things America has done and learn from the mistakes that we have made, so history does not repeat itself. Our teachers have been diligent to ensure WPSD is not just meeting, but exceeding state standards.

3. What ideas do you have for solving the district’s funding issues?

The funding issues go hand in hand with need for transparency. I believe a lot of the issues stem from the high rate of CFO turnover and a lack of staffing and training. As a board member I would address this by ensuring we have adequate staffing with clear and defined duties and responsibilities. I would also consult the Colorado Department of Education, larger districts and/or state level finance experts to train our financial team in the complexities of district finance. This would be a great opportunity to work on restoring public trust by having these experts put on a ‘school finance 101’ style forum that interested citizens could attend so they can better understand finance reports and assist with resolving our issues. I would hope that my fellow board members might also agree on including additional finance reports from the finance department , including quarterly board updates that our stakeholders could also follow. By doing this, this would ensure every tax dollar is accounted for and is used efficiently.

The devastating and sudden loss of 10% of our funding is also something we will need to work together to overcome. Community involvement and support was evident in both elections, and we will continue to be transparent in our decisions and reporting systems so we can be creative together in finding solutions to the funding issue before us.

4. There has been a lot of concern expressed in recent years regarding a lack of transparency with board business and actions. How do you plan on improving these board functions and regaining lost public trust, if elected?

If elected, I would address transparency issues in many ways that include additional finance reports, state of the district presentations by the Superintendent, and board related matters to be discussed in monthly meetings, whether that be work sessions, regular sessions, or special sessions.

For financial transparency, as a board member, I would request our board seek monthly or quarterly reports from the finance team during the board meetings with plans and updates on corrections for any material weakness or significant deficiencies.

I also would request that our board could encourage the superintendent to continue to provide state of the district reports covering topics pertaining to individual schools highlights or challenges, curriculum updates, intervention plans and follow up to ensure our students’ needs are being met, and anything else the public would find relevant.

I would also like to restore the board luncheons that took place prior to COVID to meet with stakeholders including community members, business owners, and government officials. I would engage our Chief Information Officer to publish a monthly board newsletter highlighting district achievements, board progress towards board goals, policies, or strategic planning, or any discussion that may address district challenges or upcoming action items.

It is important to gain back the trust of our stakeholders, the district owners, the taxpayers and being as transparent as possible regarding matters like finances is going to take teamwork,

support to ensure we have expert staff in place, and effort to communicate to our public using a variety of media.

5. What specific qualities do you think Woodland Park’s next superintendent needs to have?

The superintendent needs to have excellent communication skills to not just effectively enforce policies and report back to the board any recommendations for policy adjustment, but also be able to lead and grow his or her team in each school. The superintendent needs to effectively report the state of the district to the board and the public and have a deep understanding of the topics being reported, with potential solutions on how to correct any deficiencies. It is also imperative that the superintendent be a collaborative team-focused leader so that we as a district can work together to move the district forward.

The superintendent also needs to have a strong understanding and experience in a district leadership role. He or she must be able to understand the data and make decisions that ensure our district is moving to a state of healthy production. It’s also very critical that the superintendent is able to look at the finances, guide the budget, and manage the finance team towards clean and error free district financial audits.

It is important that the superintendent be able to build trust within the community, work together with the variety of “customers” we serve, from retired taxpayers to parents to staff to pupils, from full time to part time students, from typical public school advocates to charter school supporters. The variety of needs, desires, and demands are vast and the superintendent must be able to work with all parties to reach the shared vision: excellence in education, children who grow up ready to contribute as responsible citizens, and a team across the district who can work together to achieve this excellence and objective for our children.

6. What else do you think the voters should know concerning your candidacy?

We need to ensure our children are prepared for life after high school. One of my priorities is to work with the board and our team to find ways to bolster our CTE programs so our students get exposed to as many options as possible, including the incredible opportunities to have apprenticeships with our local experts. I would like to expand our relationship with the Pikes Peak Business and Education Alliance to have additional pre-vetted opportunities available for our kids.

Preparedness is not strictly limited to having a plan after high school; it includes financial literacy and being excellent critical thinkers so they can make informed decisions and be responsible, successful contributors in our great Republic.

Safety and security are non-negotiable. Given the history of school shootings in unprotected schools, or those that may have a stretched SRO partnership, I strongly feel the need to have at

least one armed, extremely well trained, experienced, and vetted sentinel in each school who stand ready to defend our staff and children.

I also have publicly supported WPSD’s 2-sex resolution that also protects our girls by keeping boys out of girls’ spaces and sports. I firmly believe it critical that we continue with this practice in ensuring our girls are not subject to such controversial and forced exposure to boys in girls’ locker rooms, bathrooms, or taking a spot on their team. Title IX also protects the fair play and equity of opportunity for our female athletes and federal funding is tied to this compliance. I stand firm to “defend our daughters” by maintaining this adopted resolution and keeping boys out of their spaces and their sports.

I am Clayton Austin, and you can learn more about me at claytonaustinforwpsd.com Thank you for your vote and your confidence, as we put the children first in all that we do as we aim for excellence in this district.

Kassidi Gilgenast

1. Do you support the current role of Merit Academy? Why or why not?

Yes, I support Merit Academy’s role as a public charter school within our district. School choice has been a cornerstone of Colorado education for decades, and Merit expands educational opportunities for Teller County families seeking a classical education option. As a parent, I value having choices for my children’s education and I believe other families deserve that same opportunity whether they choose a traditional, charter, private or homeschool option.

I’ve invested time touring Merit and connecting with their leadership and teachers. I’ve built relationships over the years with Merit families and support their athletic and extracurricular events as often as I can. What I’ve seen is a school serving its families well while meeting its charter obligations and state requirements. As long as Merit continues to fulfill these responsibilities, it should continue operating as a district school.

As a board member, I’ll ensure that all district schools—including Merit—receive fair resource allocation. I’ll work to create and support structures where all stakeholders, including Merit families and staff, have meaningful input into district decisions and I’ll foster collaboration and comradery across the entire district. I believe that the board should also ensure that any decisions to consider charter school applications be given ample consideration, opportunity for public input, and are discussed openly in accordance with Colorado Open Meetings Law.

2. What are your views on the American Birthright standard?

As a military spouse whose husband has served as an active-duty Green Beret for over 17 years, I deeply value teaching students about constitutionalism, patriotism, liberty, and self-government. These American values are essential, and I want every student in our district to understand our nation’s founding principles and what makes our constitutional republic unique.

At the same time, I have concerns about both the process and substance of how American Birthright was adopted in our district. We are the only district in the entire country using these standards, and they were adopted quickly without any public input, teacher review, or evidence-based evaluation. Teachers—the professionals who will actually teach these standards—should have been consulted. Parents should have had a voice with the opportunity to review and provide feedback. The standards emphasize memorization over critical thinking skills, compress world history into a single year, and contain meaningful gaps in subject matter. Students need to understand our constitutional foundations, but they also need to develop analytical skills, understand multiple perspectives, and think critically about the world around them.

As a board member, I will advocate for a comprehensive review of any proposed standards or curriculum change that prioritizes input from stakeholders including teachers, administrators, and parents. This could include exploring blended social studies standards that honor our community’s values while meeting or exceeding state requirements and preparing students for success beyond high school.

3. What ideas do you have for solving the district’s funding issues?

Our district’s funding challenges require both immediate action and long-term strategic planning. First, we must re-establish fiscal accountability and transparency. That means completing a thorough review of our most recent audit, implementing all recommended corrective actions, and establishing proper financial systems and protocols. The board must work closely with our interim superintendent and chief financial officer to ensure every dollar is accounted for and spent responsibly.

Once the district rebuilds trust with the community, there are several opportunities that we could explore for additional funding including seeking new grants, pursuing a city or county sales tax and exploring bonds. We can find ways to reduce costs by inviting our local businesses and nonprofit organizations to assist with key programs, facilities maintenance or capital improvement projects. We also have incredibly dedicated parents and community members that have led major fundraising and sponsorship initiatives for our schools, and we could do more to support those efforts. My experience as a business executive in developing both commercial and philanthropic revenue streams would be a valuable asset to the district in this area.

With the recent ballot measure in favor of retaining the city sales tax, our community made it clear that they support our kids and schools. I believe that with steady leadership and financial transparency, we can work to solve our funding issues by finding ways to operate efficiently, reduce costs and seek new sources of revenue while ensuring that we are good stewards of the taxpayer dollars that we already receive.

4. There has been a lot of concern expressed in recent years regarding a lack of transparency with board business and actions. How do you plan on improving these board functions and regaining lost public trust, if elected?

Our district has struggled with transparency, and I understand why community members feel frustrated and disconnected from board decisions. Rebuilding trust requires a genuine commitment to open governance and consistent follow-through. As the chair of the Keep Woodland Park Beautiful committee, I am familiar with Colorado Open Meeting Laws and have experience running open, effective board meetings.

As a board member, I will ensure we consistently follow Colorado Open Meeting Laws and all board governance policies. That means conducting business in public view, providing proper notice for meetings, and creating opportunities for community input before major decisions are made. We should conduct more work sessions and public events where stakeholders can observe board discussions and understand how we’re approaching important issues. I’d like to see the district host regular “State of the Schools” events to share updates on academics, athletics, budget, security, and facilities—bringing the community into the conversation proactively.

We can also find ways to improve and broaden our communication channels. The district could expand digital outreach through email newsletters, social media updates, and text alerts that build on systems district families already use.

From my experience in both business and community leadership, I know that trust is built through consistency and openness. When boards communicate clearly and invite participation they strengthen their relationship with the community they serve. I’m committed to governing openly, and my goal is to help restore trust and confidence in our board by demonstrating that we value transparency and community input.

5. What specific qualities do you think Woodland Park’s next superintendent needs to have?

I believe that the next superintendent needs to be a strong and well-qualified leader ready to rebuild trust and be committed to achieving academic excellence. The position requires solid credentials in education and administration, demonstrated experience managing school finances, and a proven ability to build a positive district culture for teachers and staff.

We need someone with the leadership qualities to heal this district and move us forward. The superintendent must be present, engaged, and accessible. That means showing up at school events, building relationships with local government and business leaders, and being approachable to any community member with concerns or questions. During the past school year that I served on the District Accountability Committee (DAC), the superintendent didn’t attend a single meeting. The DAC includes parents, teachers, students, community members, and board representatives—exactly the stakeholders a superintendent should be hearing from regularly. Our next leader must prioritize this kind of engagement.

Lastly, I think that it is essential for the superintendent to have experience in a district that has at least one charter school. This experience will support a healthy working relationship with Merit Academy, while ensuring that we can work collaboratively as a unified district building comradery, support and mutual respect among all of our schools.

Overall, I believe that we need a superintendent who exhibits the qualities of a steady, balanced leader with a clear vision that is ready to do the hard work of building a healthy, thriving district. As a board member, I’m committed to being deeply involved in the superintendent search process, and I’ll advocate for these qualities.

6. What else do you think the voters should know concerning your candidacy?

I’m running for school board because I love our schools, I cherish this community and I want to see our district thrive. My commitment is to help the board restore community trust and confidence, improve the overall health of the district and develop a strategic plan to lead our schools into the future.

I’m a mom, a coach, a military wife, a volunteer, a community leader, and a business executive and I believe that transparent, accountable governance, collaborative leadership, fiscal responsibility and strategic vision are what our district and community need right now. Every child in this district deserves a quality education in a safe, supportive environment. I respect parents rights, and believe parents should have choices and a meaningful voice in their children’s education. I believe fiscal responsibility and transparency are essential, and I believe board members must lead with vision over division.

As a board member, I’ll commit to showing up to every meeting prepared and engaged. I’ll listen to all stakeholders. I’ll make decisions based on what’s best for students and I’ll work hard to restore trust and build the thriving, healthy district our children deserve. Steady Leadership. Clear Vision. Strong Community. That’s my commitment to every family in Woodland Park School District.

You can learn more about me at kassidiforwpsd.org.

Laura Gordon

1. Do you support the current role of Merit Academy? Why or why not?

I support Merit Academy’s role as a charter school in the Woodland Park School District. I have friends and neighbors whose children attend Merit and I support their school choice. I firmly believe Merit Academy has a valued place in our district and I will work with Merit’s board to ensure that district decisions regarding their school involve them. I also support the decision of our families who keep their kids in our traditional public schools. I am committed to fair and equal treatment of all schools across the district. United as one district, we will ensure all students in our community receive an excellent education.

2. What are your views on the American Birthright standard?

I understand that patriotism is a strong value in our community and that the American Birthright Standards offer a sense of security that our students are being taught patriotic values. My concern is that the standards do not meet the rigor required to develop critical thinking in our students. For example, evaluation of the standards for 11th Grade US History and 12th Grade Civics shows emphasis on basic recall and analysis, which are lower levels of learning objectives. The standards for our Juniors and Seniors do not ask our students to apply or evaluate what they are learning. They also do not give our students the opportunity to take the information and create new solutions or thoughts, which is the highest level of learning outcomes.

To address this, I would task a standards review committee consisting of education professionals, students, parents and community members to take a thoughtful look at our social studies standards. The outcome of the committee would be to produce a set of standards that reflects our community’s values, equips students to be informed and engaged citizens and qualifies them for all future opportunities.

3. What ideas do you have for solving the district’s funding issues?

The first step to solving our funding issues is to steward the resources we have right now with integrity and accountability, so that we can stabilize. Another priority will be to build and maintain strong community partnerships, so that we can continue to provide robust opportunities and services for our students. We can also explore the option of renting out unutilized space in the Gateway building for community use. We need to leverage every opportunity for grants and ensure the finance department is fully staffed with well-trained individuals to account for grants properly and protect against fraud. With the help of the superintendent and a qualified CFO, we need to identify any areas of wasteful or excessive spending. Even more specifically, we need to evaluate our legal liabilities and take steps to mitigate those expenses. Once trust is restored, perhaps we could then explore a sales tax or bond with community input on explicit conditions to guarantee that those funds would be used for their intended purpose.

4. There has been a lot of concern expressed in recent years regarding a lack of transparency with board business and actions. How do you plan on improving these board functions and regaining lost public trust, if elected?

Transparency and accountability are vital to rebuilding trust. I will prioritize this from the start by involving students, parents, educators, community members and business owners in writing a district vision and mission statement and creating a strategic plan to function as a guide during my years of service on the school board. I will promote the use of surveys and committees to advise the board and superintendent on major decisions/issues such as: hiring a new superintendent, standards/curriculum, unifying the district, addressing maintenance needs, etc. I will follow up on ideas or concerns brought up during public comments. I will utilize work sessions to discuss all action items before they appear on a board meeting agenda. I will monitor/evaluate the board and superintendent on an annual basis and I will adhere to the schedule for reviewing board governance policies, executive expectations and board/superintendent relations, as outlined by board policy. I will expand communications between the board and community through newsletters and website dashboards. I would also love to see increased communication in our local newspapers about student opportunities and activities. I will work hard to be a visible bridge between the schools and community and to be worthy of your trust.

5. What specific qualities do you think Woodland Park’s next superintendent needs to have?

I am committed to representing all stakeholders in the superintendent selection process by utilizing surveys and committees. I have already heard many community members express the importance of hiring a superintendent with extensive experience in education and one who is willing to become a member of our community so that they can better understand and address our local challenges. These challenges require a superintendent with a proven track record in managing school finances well, a clear commitment to transparency and good governance and a collaborative approach to decision-making. Ultimately, the next superintendent will work together with our school board to unify our district and create a culture of respect, value and trust within our schools and to our community.

6. What else do you think the voters should know concerning your candidacy?

My husband and I have owned our home here in Woodland Park for 12 years. We have four children, all attending schools in the district, ranging in grades from Kindergarten through 10th grade. I am an active volunteer in our schools and have been for many years; helping out at school events and in the classrooms. I can be found at our schools over 50 times a month: talking with parents and teachers at pick up or drop off, cheering our students on at sports events or attending parent meetings where we plan ways to support our teachers, staff and students. My involvement in our schools sets me apart as a candidate because I have already been doing the work of establishing relationships with parents, students, teachers, principals and administration within our schools. I will prioritize maintaining those relationships while also being a visible bridge between our schools and community. I am asking for your vote so that together we can build a thriving, united school district where every student has the opportunity to succeed.

Carol Greenstreet

1. Do you support the current role of Merit Academy?
I support Merit Academy as a charter school in WPSD. Many of my friends’ children are there and they are pleased with their educational experience. I
recognize the full autonomy of the Merit Academy Board to make decisions for their school. I believe the future of WPSD will be enhanced by improved
collaboration between the WPSD BOE and the Merit Academy Board.

2. What are your views on the American Birthright Standard?
Patriotism is an important value in our community as witnessed by our Veterans Day Observance. Understanding American history is helpful in inspiring patriotism in our students. I believe our teachers have worked hard to ensure their instruction adheres to both the American Birthright Standards as well as the required state standards. However, on its own, ABS lacks the rigor needed to create the critical thinkers our community expects from our schools. If elected I would propose the BOE form a committee of educators, parents, and community members to review the standards and either propose amendments for improvements or recommendations for an alternate standard.

3. What ideas do you have for solving the district’s funding issues?
I believe the new board must initially be given a clear picture of current budget challenges by the district’s Chief Financial Officer. School finance is complex, and all board members need to understand our current funding allocations. We should engage the District Accountability Committee in their role in helping set budget priorities. We must have a grant writer who will support our staff in writing grants to enhance student learning. Once community trust is earned, we must investigate the possibility of asking the voters to approve a bond, mill levy override or sales tax dedicated to the schools.

4. There has been a lot of concern expressed in recent years regarding a lack of transparency with board business and actions. How do you plan on improving these board functions and regaining lost public trust, if elected?
If elected, I would want to reinstate monthly BOE work sessions in addition to the regular board meetings. The purpose of these work sessions would be to gain information about the schools, current issues, set board goals, discuss upcoming plans and get input from staff – all in the context of a public meeting. Work sessions are also where the board should conduct self-evaluations of board performance by using criteria outlined in Board Governance Policies. Work sessions are open meetings where no votes are taken. Reinstating these meetings is one essential way for the BOE members to solicit community input prior to meetings where decisions are made. Other ways of seeking input are dedicated periods of public comment and stakeholder surveys. Any action that would create major changes for our students’ education requires robust discussions, analysis of data and information, and eventually decisions that have all taken place in open meetings with notice to the public.

5. What specific qualities do you think Woodland Park’s next superintendent needs to have?
I believe our next superintendent needs to have a background in education,
having been a classroom teacher at some point in their career. Community
engagement must be a priority for this position as it is essential for gaining
support for our district. I would like the next superintendent to have experience in a district with charter schools to assist in creating a path for improved
collaboration between our schools. Due to recent audit findings, our next
superintendent needs a strong working knowledge of school finance with
experience in spending prioritization.

6. What else do you think the voters should know concerning your candidacy?
Along with my husband, I have lived, worked and raised our family in Woodland Park for the past 20 years. I have previous experience on the Woodland Park Board of Education. Together with 4 hard working BOE members and through engagement with our community, we led the successful campaign for a dedicated sales tax for our schools, rewrote board policies, hired a superintendent, increased the rigor of the superintendent evaluation and created a long term strategic plan. These experiences and skills equip me to tackle the issues before us today with dedication and determination.

Norm Michaels

1. Do you support the current role of Merit Academy? Why or why not? 

Merit Academy was created because families in Woodland Park wanted an option focused on academic rigor, classical education, and traditional values, something the district wasn’t offering at that time. Whether people agree with every decision or not, the truth is, parents asked for this choice, and the district responded. 

I support Merit because parents should decide what kind of education best fits their children. Merit gives students a setting that emphasizes academics, civics, and character, while still maintaining accountability through the district.  That said, every school in Woodland Park must succeed, not just one. Our goal isn’t to compete, but to elevate. Every student, at Merit, Summit, Columbine, or the Jr./Sr high schools, deserves a strong, values-based education that prepares them for life. 

There’s been division over Merit, but division doesn’t have to define us.  Who can argue with success and 20% annual growth? When families feel heard, trust spreads across the entire community.   

Merit Academy also helps keep families in Teller County. Without it, some families might look outside our district, which would cost us both enrollment and funding. Instead, Merit offers another high-quality pathway right here at home, broadening opportunities for every student.  Families move to performing school districts; we want their destination to be Woodland Park. 

Supporting Merit doesn’t mean neglecting our traditional schools. On the contrary, I believe in raising the bar across the district, ensuring that all of our schools, whether Merit or our neighborhood public schools, deliver strong academics, teach practical life skills, and prepare students to become productive, responsible citizens. My focus will always be on empowering parents, supporting teachers, and making sure every student has the chance to succeed. 

In short, Merit Academy represents parental empowerment, and I’ll defend that principle, while also working to ensure unity across the district. Woodland Park is strongest when we support excellence in all forms.  Merit Academy isn’t a threat to public education => it’s proof that parents care enough to build something better. 

2. What are your views on the American Birthright standard? 

The American Birthright Standard is about teaching students where our freedoms come from and why they matter. It emphasizes history, civics, and critical thinking, not politics, but knowledge. 

Too often, civics education has drifted away from facts and toward activism. American Birthright brings the focus back to understanding the Constitution, the Bill of Rights, and the ideas that built this country: freedom, responsibility, and self-government. That’s not partisan; that’s American. 

I support the core principles behind American Birthright because students deserve to graduate knowing more about their country than about hashtags or slogans. We prepare young people to think for themselves, not tell them what to think.  My 20-year uniformed service to my country guarantees this Liberty. 

At the same time, local teachers know their students best. I believe in giving educators flexibility to adapt lessons within the framework, so we maintain both academic rigor and classroom freedom. 

The goal isn’t to rewrite history; it’s to teach it accurately, so students can learn from it. A well-informed generation is a stronger generation. That’s what the American Birthright approach represents: an education grounded in truth, liberty, and citizenship.  The American Birthright Curriculum doesn’t tell students what to think, it teaches them how to think about freedom. 

3. What ideas do you have for solving the district’s funding issues? 

Funding is always a challenge in smaller districts like ours, but the solution begins with wise stewardship of the resources we already have. Every dollar should go toward classrooms and student success, not bureaucracy or programs outside our core mission of academic excellence. Careful budgeting, transparency, and accountability must be our starting point. 

At the same time, we can’t simply “cut our way” to success. We need to keep families in Woodland Park schools so that enrollment, and therefore funding, remains stable. Supporting strong choices like Merit Academy, high-performing neighborhood schools, and career-technical opportunities keeps families engaged here and prevents the loss of students to surrounding districts. 

Our district must face a difficult reality: we cannot count on more money coming in. We cannot depend on new grants, and even our regular federal funding is at risk. 

The U.S. Department of Education has required States to certify that their school districts comply with federal Law, specifically Title-9, on curriculum or risk losing federal funds. Since Colorado has refused to certify compliance, that creates uncertainty for districts like ours. 

Federal funding makes up about 7% of our budget, the state provides 40%, and local taxpayers cover 54%. We’ve already lost the City’s 1.09% sales-tax contribution, and another 7% loss will directly impact classrooms.  7% does not sound like much; It is $2,146,670. 

The bottom line is this: we must prepare now for financial uncertainty. That means living within our means, setting clear priorities, and protecting classroom funding above all else. We can’t rely on the political battle between Denver and Washington to balance our books. 

Our path forward is local responsibility: protecting teachers, students, and taxpayers by being wise stewards of every dollar we already have. 

We also need to reduce unnecessary drains on district resources. Constant legal battles have cost time and money that should be focused on students. While every community member has the right to be heard, I believe there are more constructive ways to share concerns than costly lawsuits that divert funds from education. 

Finally, we should strengthen community partnerships. Businesses, nonprofits, and civic groups are often willing to provide mentorships, internships, and even targeted support when they see that schools are preparing capable young citizens. By fostering trust, showing results, and working hand-in-hand with our community, we can build a sustainable funding path without overburdening taxpayers. 

Hope is not a budget plan => preparation is. 

4. There has been a lot of concern expressed in recent years regarding a lack of transparency with board business and actions. How do you plan on improving these board functions and regaining lost public trust, if elected? 

Transparency is the foundation of public trust, and without it, even good decisions are viewed with suspicion.  Transparency is non-negotiable for a healthy school district.  If elected, I will work to make board business as open and accessible as possible. That means timely posting of agendas and supporting documents, clear explanations of decisions, and making sure meetings are not just technically public but truly understandable to parents and taxpayers, and I will insist that supporting documents are easy to find and review. 

Transparency is more than a promise; it’s a pattern of behavior. For over two years, I’ve attended nearly every school board meeting and written regularly to the public through the Pikes Peak Courier. When the Legislature is in session, I focus my Letters-to-the-Editor on state issues that affect our schools; after the session, I turn my attention back to our district.   

Because I communicate more clearly in writing, I plan to keep the community informed through regular written updates, whether on the district website, or in local outlets like the Pikes Peak Courier. This ensures parents and community members don’t have to “hunt through” meeting minutes to stay informed. 

When elected, I plan to build on that habit by creating a public web portal, similar to a blog, where board members can post updates, explain decisions, and invite input. I’ll continue my monthly letters, and I’m exploring how other local outlets, like The Mountain Jackpot, can expand citizen engagement. 

Because not every taxpayer receives school newsletters, I’ll use online platforms to keep everyone informed: parents, teachers, and community members alike. 

My professional background, 20 years in the Army and 20 more as a federal government engineer, taught me that accountability and clear reporting are the backbone of trust. I will bring that same discipline to school board service, so the people of Teller County know exactly how decisions are made and how dollars are spent. By making transparency a habit, not an afterthought, we can rebuild public confidence in our schools. 

Finally, accountability matters. Every board member should be answerable to the community. By making transparency a habit, not an afterthought, we can rebuild the trust that has been lost. 

In the end, transparency is a commitment to consistent communication before decisions are made, not excuses afterward. I’ll continue to listen, inform, and keep this community in the loop every step of the way, and I welcome new ideas on how to do that even better. 

Transparency isn’t talking, it’s showing your work. 

5. What specific qualities do you think Woodland Park’s next superintendent needs to have? 

The next superintendent must be a leader of both vision and integrity. We need someone who places students and families at the center, communicates openly with the community, and demonstrates fiscal responsibility with every decision. Transparency and accountability should be second nature, not an afterthought. 

At the same time, the superintendent must have the courage to set high academic standards, support teachers with the resources they need, such as a safe work environment, clear policies, help with disruptive students, and a superintendent that listens.  Our superintendent should ensure that Woodland Park students graduate prepared, whether for college, skilled trades, or service to their country. 

From my experience commanding soldiers and managing billion-dollar engineering projects, I know that successful leaders combine discipline with compassion. The superintendent should be someone who listens carefully, builds trust, and leads decisively so that our schools focus on what matters most: educating children and preparing strong citizens. 

6. What else do you think the voters should know concerning your candidacy? 

I am running for the Woodland Park School Board because I believe our schools must return to the basics: strong academics, practical skills, and a respect for parental authority. For 14 years, Woodland Park schools declined under leadership that prioritized social agendas over learning. Since 2021, conservative leadership has worked to reverse that trend, and I want to continue building on that progress. 

My life has been one of service and leadership. At 17, I enlisted in the U.S. Army as a private, rose through the sergeant ranks, then I was commissioned as an officer, awarded the Bronze Star in the Gulf War, and retired as a Major.  I commanded units of hundreds, responsible not only for missions, but also for logistics, fleet maintenance, personnel development, and morale. 

My final assignment was directing a school that taught communications engineering to senior captains.  This is where I learned that while very few soldiers can be geeks, many geeks can be soldiers. 

After retiring, I spent 20 years as a principal communications engineer for the federal government, managing billion-dollar communications projects. Those roles required accountability, discipline, and the ability to lead under pressure, qualities I will bring to the school board.  I learned how to secure funding through research grants, balance large budgets, and do more with less during government shutdowns and continuing resolutions. 

As a local entrepreneur, I treat every dollar like it’s my own => because it is. That same sense of discipline, accountability, and stewardship is exactly what I’ll bring to this board. 

My wife, Tomi, and I have lived in Teller County for over 26 years. We are small business owners, active in our church, and deeply invested in the future of this community. I am a regular attendee at school board meetings, and I believe transparency and communication with parents and taxpayers must be a top priority. 

Leadership, to me, isn’t about titles, it’s about service, responsibility, and results. That’s the kind of experience Woodland Park can count on. 

When elected, I will: 

• Keep schools focused on academic excellence and American values. 

• Expand career and technical education, so students can graduate ready for trades as well as college. 

• Strengthen school security with practical measures. 

• Ensure taxpayer dollars are spent responsibly, with open communication to the community. 

Above all, I believe in empowering parents and preparing strong citizens. I will fight for your children with the same conviction I brought to 20 years in uniform and 20 years in engineering leadership. 

I’ve led soldiers, geek-engineers, and teams with multi-million-dollar budgets, and I’ll bring that same discipline and stewardship to our schools. 

Bert West

1. Do you support the current role of Merit Academy? Why or why not?

Merit Academy has achieved many great academic accomplishments and has provided a parental choice option for a third of our students.  The current board recently approved a thirty-year extension for the Merit charter. While I did read the basic contract, the amendments were not available and those amendments need to be reviewed and discussed openly as to how they affect the entire school district.  I support school choice but will ensure that each of our schools receives the funding and resources in a fair manner to support that choice.

2. What are your views on the American Birthright standard?

     Our mission is to advance excellence in education for all children by providing a solid, specific core curriculum. History should be taught as it happened, both good and bad. Society learns from its successes and its mistakes. We will need to research any cost involved, (curriculum material, training, new testing matrix’s) with any potential change and assess if the budget expense justifies taking funds from other sources.  As the new board develops its strategic plan and hires a new superintendent, we will keep all options on the table and listen to our educators and parents prior to making any decision.

3. What ideas do you have for solving the district’s funding issues?

 A full and transparent comprehensive budget review, including a long-term maintenance plan and staff advancement plan, needs to be put in place. We have to determine how much money we currently have and allocate it to provide the best education possible for our students.  Additionally, there  is a lot of dysfunction right now between the federal and state governments with regards to education and educational reform.  We need to have a solid plan in place if funding for school programs is impacted as a result.

4. There has been a lot of concern expressed in recent years regarding a lack of transparency with board business and actions. How do you plan on improving these board functions and regaining lost public trust, if elected?

I am running on transparency and that includes board meetings and open and transparent processes that seek public input in a genuine manner. I want to hear from parents as it is their kids that our policies will directly impact. I also want to hear from our teachers, they have the experience.  All decisions should be judged by WHY? Not HOW. I would like to be able to ask questions during public comments. An open dialogue allows ideas to develop and also provides all opinions are heard. The use of executive sessions needs to be limited to strictly the matters that require executive sessions. Running independently and not part of a slate allows me to express my opinions, not a group opinion. It also assures that my vote is just that.. My Vote! Which is based on facts presented to the board and through research and questions asked by myself and fellow board members. Major decisions need to be made with all the facts and options on the table. Stakeholders may change their opinion when all the options are presented to them. A board member will always be able to defend a decision if the why is presented. Never let it become about how you made the decision. 

5. What specific qualities do you think Woodland Parks next superintendent needs to have?

A leadership style that brings positive collaboration between all schools in the district. The ability to have civil conversations with all parties at any level. They need to be visible to our students and staff daily.  He or she will need to restore faith and confidence, be present and reinstill community in all we do.  They will need to embody our core values and bridge the divide that has existed for far too long.   

6. What else do you think the voters should know concerning your candidacy?

I am running for the kids, I want to restore faith and confidence in the school board and I want to really listen to the concerns and input prior to making any decision. This is about good governance and doing what is right, not about ego or ideology. I am willing to have tough conversations and explain any decisions I make (if not protected by statute). I will ask many tough questions of staff and require that all the facts, not just some of the facts, are before the board prior to making a decision. No decision should be a foregone conclusion until all facts and options are put on the table.

I will be positive and present, because it truly is about the Kids.

Woodland Park City Charter Ballot Initiatives Blue Book

Prepared by the Greater Woodland Park Chamber of Commerce
This analysis is a nonpartisan explanation of three ballot initiatives in reference to the Woodland Park City Charter that will appear on the November 2025 general election ballot. All measures are referred to the voters by the Woodland Park City Council and require a simple majority vote to pass.
A municipal charter is the basic document that defines the organization, powers, functions, and essential procedures of city government. It is comparable to the Constitution of the United States or a state’s constitution.
Adopted in 1975, the Woodland Park City Charter has undergone several revisions and amendments over the years.

As you review the recommended Charter changes to the City’s “constitution,” consider these questions:

• What does the measure seek to accomplish, and do you agree with those goals?
• Is the measure “good government,” or will it create more challenges than it resolves?
• Does the measure affect City finances?
• Does the measure deal with a single, clear issue appropriate for a YES/NO vote?
• Should the proposal be placed in the Charter (requiring voter approval) or handled more flexibly by ordinance or resolution?
  
• The Chamber does not judge the merits of these arguments or guarantee their validity. Careful consideration has been given to fairly represent both sides. When appropriate, each analysis includes an estimate of the fiscal
  impact of the measure.

1. SHALL SECTION 6.2 OF THE CITY OF WOODLAND PARK CHARTER BE AMENDED TO
   ALLOW THE CLERK UP TO THIRTY DAYS TO REVIEW RECALL PETITION SIGNATURES?
   ► What Your Vote Means

• A “yes” vote means the Clerk will have up to 30 days to review recall petition signatures for validity.
• A “no” vote means the current, shorter signature review period will remain in place.
  ► Fiscal Impact: None anticipated
  ► Arguments For:
  • Extending the review period ensures accuracy and reduces the risk of errors in validating petitions.
  • Provides additional time for thorough verification given the complexity of recall petitions.
  • Brings Woodland Park in line with common practices in other Colorado Municipalities.
  ► Arguments Against:
  • Extending the review period could be seen as slowing down the recall process.
  • May appear to create barriers for citizens pursuing a recall.

1. SHALL SECTION 3.4 OF THE CITY OF WOODLAND PARK CHARTER BE AMENDED TO INCREASE FROM ONE YEAR TO TWO YEARS THE RESIDENCY REQUIREMENT FOR ELECTION OR APPOINTMENT AS MAYOR OR CITY COUNCILMEMBER?
   ► What Your Vote Means:
   • A “yes” vote means candidates for Mayor and Council must meet the new 2 years residency requirement as established by the Charter . • A “no” vote means the current 1 year residency will remain unchanged
   ► Fiscal Impact: None anticipated
   ► Arguments For:
   • Strengthens the principle that elected officials should have an established connection and commitment to the community.
   • Ensures candidates have lived in Woodland Park long enough to understand the local issues.
   • Aligns residency requirements with standards used in other municipalities.
   ► Arguments Against:
   • May unnecessarily limit the pool of qualified candidates willing to serve.
   • Could exclude newer residents who bring fresh ideas and perspectives.
   • The present residency requirement is adequate.
2. SHALL SECTION 5.3 OF THE CITY OF WOODLAND PARK CHARTER BE AMENDED TO MAKE BOARDS AND COMMISSIONS SUBJECT TO TERM LIMITS ESTABLISHED IN THEIR BY LAWS ?
   ► What Your Vote Means:
   • A “yes” vote means each Board and Commission may establish its own term limit rules through its by-laws with approval of City Council. • A “no” vote means Board and Commission terms limits will remain fixed in the Charter.
   ► Fiscal Impact: None anticipated
   ► Arguments For:
   • Provides flexibility for each board or commission to adopt rules best suited to its mission and membership needs.
   • Allows experienced members to continue serving when their knowledge and expertise are valuable to the board or commission’s effectiveness.
   • Encourages boards to review and update their own governance practices.
   ► Arguments Against:
   • The Charter-level provision term limits as written are adequate.
   • Removing term limits from the Charter could reduce accountability and allow overly long service.
   • Term limits at the Charter level guarantee that new residents and diverse perspectives have a chance to serve.