Linda Martin

Primary Questions:

How do you identify and prioritize the gaps you aim to address if elected, and how do these align with your top priorities?

My top priority is public safety.  People need to feel safe and secure in their own homes and in our city.  A review of data related to public safety in our town has been eye-opening.  According to the police department’s most recent annual report, property crimes have increased in 6 of the 7 measured categories, with theft increasing over 200% in only one year.  Using data such as these will help to identify and prioritize gaps in our city government. Meeting and talking with citizens is the second way I will prioritize spending and action plans.  I will always remember that my position is to represent the needs and wishes of the citizens of our community.

If elected, is there anything that you would like to change or address in regard to public safety, crime, and policing?

Although violent crime remains relatively low in Anacortes, I was somewhat surprised to learn that property crimes have increased dramatically.  Adding more police officers, and making their presence more visible is only one part of the solution.  I favor a three-pronged approach to public safety: education, advocacy, and enforcement.  We must make sure that our laws are clear and clearly communicated.  Education begins in the home and schools, and partnerships with our first responders should be nurtured and encouraged.  Advocacy refers to providing support and social services for those experiencing mental health and/or drug challenges.  Finally, we must ensure that our laws are upheld and enforced. One example might be installing solar-powered cameras at various trailheads such as the Whistle Lake parking area, in order to deter car break-ins.

Regarding relationships, what specific actions have you taken or plan to take to foster a strong relationship between the city, port, and chamber?

Relationships are built based on face-to-face interactions with people.  This naturally means that the three entities mentioned need to have regular and substantive meetings where different interests are addressed and where we build on the common desire for a prosperous and thriving city.  In addition, relationships are built in the trenches of envisioning and implementing common projects and activities.  It is time, for example, that the port and the city sit down together to plan summer concerts and other events and to work together with the chamber to meet the common goals of serving the members of the community while enhancing opportunities to attract more tourism.

How will you engage businesses in decision-making and gather broader information for improved government participation, going beyond public meetings which can be limited by individuals with specific grievances?

While it is true that public meeting participation is often limited to hearing from individuals with specific grievances, I believe that it is still a valuable process.  More than that, I am an advocate of the old-fashioned practice of going out and visiting with folks and asking for their opinions on different issues.  Task forces, meant to address specific topics such as parklets or downtown parking, are also effective ways to engage stakeholders in the issues at hand, and to lean into the wisdom of those who are “in the trenches” every day. I am a big believer in “bottom-up” rather than “top-down” governance.

Regarding affordable housing, do you think Anacortes has adequately addressed this issue, or do you believe more action is necessary? Furthermore, what other measures would you propose to meet the housing needs in the area?

Anyone hoping to move to Anacortes will quickly learn that we have a shortage of affordable housing.  According to a government report, the typical Anacortes household can afford a home worth about $350,000, but the typical home in the city is worth over twice as much at $706,000.  These are 2020 figures, and of course the costs have risen even more.   According to the Department of Housing an Urban Development, about 30% of all households are considered “cost burdened.”

The city has offered numerous incentives to builders to encourage construction of more affordable housing.  These incentives have garnered mixed results, and I support a diligent review and possible adoption of plans from similar size cities and regions where affordable housing efforts have flourished.

What creative policies or specific action ideas do you have to strengthen the economic vitality in Anacortes and to support the current business community?

We must have clear and actionable plans to maintain and improve our infrastructure.  This means that we improve streets, fiber, water treatment, etc., while maintaining our heritage buildings and protecting our neighborhoods.  I am dedicated to keeping the unique, small-town character that has attracted so many of us to this special town. At the same time, we must make sure that our ordinances are not a costly deterrent to small businesses considering a move to our city.  The south corridor of Commercial Avenue must be enhanced in such a way as to make it more attractive and more walkable.

What experience do you have working effectively with other units or levels of government, city, county, state or federal?

My experience as a public-school superintendent has uniquely qualified me for the position on the Anacortes City Council.  Running a school district is quite similar to running a small city, and developing positive relationships with other governmental entities is a key factor in our success.  I have worked collaboratively with city and state leaders, advocating for the needs of my school district.  I have written and administered state grants, working through complex processes to effect positive outcomes.  Finally, I was elected by my peers as a regional president of approximately 25 school districts in Eastern Washington. In this role we worked together on regional issues that impact schools.

In your opinion, is our main street/downtown in good shape and accomplishing its goals? What measures would you take to make it even better?

Our downtown area, particularly north of the historic Anacortes sign, is attractive and appears to be bustling.  Restaurants in our city offer amazing cuisine.  I would be interested in finding ways to address some of the parking issues, and perhaps in exploring more of a uniform look as other cities such as Leavenworth or Winthrop have done.  The murals that we see everywhere give a positive nod to our storied past, and I think that we can build upon that ambiance.  I am also very interested in expanding the South Commercial Street corridor, as well as finishing the Guemes trail.  These are just a few of the improvements that I believe we could do to enhance the livability of our downtown corridor.

If you could change one thing in our zoning code, what would it be and why?

There are two things that I think we need to review in our zoning code.  The first is our stance on taller buildings such as Fidalgo Flats, and the second item to review  is our zoning regarding short term rental facilities.  I don’t have a solution to offer for either of these zoning issues, but they are both worthy of further scrutiny, particularly as we embark on revising our city’s comprehensive plan in 2025. 

Jeremy Carter

Primary Questions:

How do you identify and prioritize the gaps you aim to address if elected, and how do these align with your top priorities?

To identify and prioritize gaps, I actively listen to the community and engaging in public meetings and social media interactions. Building relationships with community leaders and stakeholders is crucial in gaining insights into the challenges faced by different groups. Evaluating existing policies and programs I uncover gaps and inefficiencies that require adjustments or new initiatives. Developing a comprehensive plan that aligns with top priorities, based on the gathered information, is essential. Effective communication of priorities and plans through various platforms is crucial in conveying the vision, goals, and strategies to the community. By engaging in Ongoing dialogue and responsiveness to community feedback I enable leaders to refine their priorities and plans as they work towards addressing the identified gaps

If elected, is there anything that you would like to change or address in regard to public safety, crime, and policing?

Being in this position for 4 years I have prioritized public safety, crime reduction, and policing by recognizing and appreciating the outstanding work of our police departments. It is crucial to acknowledge the dedication and sacrifices of our current officers. However, to ensure effective law enforcement, it is essential to address the issue of understaffing. By fully staffing our police departments, we can prevent the overwhelming workload on individual officers and promote a safer community for both officers and residents. I would focus on recruiting and retaining qualified officers and investing in training and professional development opportunities. Additionally, I would encourage community policing initiatives that foster trust, collaboration, and open communication between officers and the communities they serve. This multifaceted approach helps maintain the exceptional work of our police departments while addressing the staffing challenges that they face.

Regarding relationships, what specific actions have you taken or plan to take to foster a strong relationship between the city, port, and chamber?

In fostering a strong relationship between the city, port, and chamber, I have established an outstanding relationship, which serves as a solid foundation for future collaboration. I have actively engaged in open communication and negotiations, ensuring that all parties are heard and their interests are considered. By maintaining regular meetings and forums, I will continue to strengthen these relationships and facilitate productive discussions. Additionally, I will prioritize transparency and accountability in all dealings, ensuring that decisions are made in the best interest of the community as a whole

How will you engage businesses in decision-making and gather broader information for improved government participation, going beyond public meetings which can be limited by individuals with specific grievances?

To engage businesses in decision-making and gather broader information for improved government participation, my relationship with the Chamber of Commerce is a valuable partnership. Together with the Chamber, we will organize targeted events such as roundtable discussions and workshops. These in-person gatherings will provide businesses with a platform to voice their perspectives, share insights, and collaborate directly with government officials. By involving the Chamber, we ensure representation from a diverse range of businesses, going beyond public meetings that may be limited by individuals with specific grievances. This collaborative approach fosters meaningful dialogue and facilitates a comprehensive understanding of business needs, ultimately enhancing government participation and decision-making.

Regarding affordable housing, do you think Anacortes has adequately addressed this issue, or do you believe more action is necessary? Furthermore, what other measures would you propose to meet the housing needs in the area?

Regarding affordable housing in Anacortes, while the city has taken steps in addressing this issue, I believe more action is necessary to meet the housing needs of the area. Anacortes is on the right track, but additional measures can be implemented to make a substantial impact. Firstly, providing developer incentives, such as tax breaks or reduced fees, can encourage the construction of more affordable housing units. This would attract developers to invest in affordable housing projects and help increase the supply of accessible homes. Secondly, partnering with organizations like Habitat for Humanity can further support affordable housing initiatives. Collaborating with Habitat for Humanity can lead to the construction of affordable homes through volunteer labor and community involvement. Thirdly, increasing community outreach efforts to raise awareness about affordable housing programs, subsidies, and resources is crucial. This can be achieved through targeted education campaigns, workshops, and partnerships with local community organizations. Furthermore, exploring innovative housing solutions like cooperative housing or tiny home communities can be considered to provide affordable options for residents. Additionally, creating partnerships with nonprofit organizations and leveraging public-private partnerships can help secure funding for affordable housing projects. Lastly, conducting a comprehensive review of zoning and land use regulations to identify potential barriers and streamline the development process for affordable housing would be beneficial. By implementing these measures, Anacortes can enhance its efforts in addressing the affordable housing challenge and work towards meeting the housing needs of the community more effectively.

What creative policies or specific action ideas do you have to strengthen the economic vitality in Anacortes and to support the current business community?

To strengthen the economic vitality in Anacortes and support the current business community in a small island town, there are several creative policies and specific action ideas that can be considered. Firstly, establishing a local business incubator or co-working space can provide resources, mentorship, and affordable office space for startups and small businesses, fostering entrepreneurial growth. Secondly, promoting tourism by showcasing the unique natural beauty and cultural attractions of Anacortes can attract visitors and boost local businesses. This can be achieved through targeted marketing campaigns and partnerships with local tourism organizations and the Chamber of Commerce. Thirdly, incentivizing the use of sustainable practices and green technologies among businesses can enhance the town’s environmental image while also attracting environmentally conscious consumers. Offering tax incentives for businesses that implement eco-friendly initiatives can encourage sustainability. Additionally, creating networking events and business associations specific to Anacortes can facilitate collaboration and knowledge sharing among local businesses. Lastly, investing in digital infrastructure and promoting e-commerce capabilities can help businesses reach a broader customer base beyond the island, expanding their market opportunities. 

What experience do you have working effectively with other units or levels of government, city, county, state or federal?

With my 19 years of military experience, I have developed significant expertise in working effectively with various units and levels of government. Throughout my military career, I have collaborated with different branches of the military and coordinated efforts with city, county, state, and federal agencies. Additionally, my extensive travels around the world have allowed me to work closely with other countries and engage in diplomatic negotiations. This experience has provided me with a deep understanding of different government systems and the importance of effective intergovernmental relationships. Furthermore, during my 4 years on the city council, I successfully worked alongside the county government, showcasing my ability to navigate complex intergovernmental dynamics and achieve positive outcomes. With this background, I bring a wealth of experience and a proven track record in working collaboratively with various units and levels of government.

In your opinion, is our main street/downtown in good shape and accomplishing its goals? What measures would you take to make it even better?

In my opinion, our main street/downtown is in good shape and is accomplishing its goals, but there is always room for improvement. The downtown area is beautiful, but to make it even better, I would suggest several measures. Firstly, I would encourage the active involvement of the new Downtown Alliance, leveraging their expertise and resources to implement strategic revitalization initiatives. Secondly, focusing on enhancing the pedestrian experience by improving walkability, adding more green spaces, and ensuring adequate lighting and safety measures. Thirdly, supporting local businesses through targeted marketing campaigns, events, and incentives to attract more foot traffic and increase economic activity. Lastly, fostering community engagement and feedback through surveys, town hall meetings, and interactive platforms to ensure that the downtown area continues to meet the evolving needs and desires of the community

If you could change one thing in our zoning code, what would it be and why?

If I could change one thing in the zoning code of our island, I would propose incorporating more flexible regulations for sustainable and eco-friendly development practices. Given the unique environmental considerations and limited resources on an island, it is crucial to prioritize sustainable land use and conservation. This could involve promoting green building techniques, renewable energy integration, and responsible water management strategies. By implementing such changes, we can ensure that future development aligns with the island’s ecological values, reduces its environmental footprint, and preserves the natural beauty and resources for future generations. Additionally, fostering a balance between development and the preservation of open spaces and natural habitats is essential to maintain the island’s unique character and enhance its appeal as a destination

TJ Fantini

My name is TJ Fantini, and I bring a varied professional background and an extensive record of volunteer community service to this candidacy. Currently, I am a Relationship Manager at Peoples Bank in Anacortes, where I assist members of our community with diverse financial needs. I value community and unity. Here are just a few of the areas I have worked on a team specifically serving the community of Anacortes:

• President of the Board at Anacortes Community Theater
• Founder and Director of Aktion Club Theater for adults with disabilities
• Board Member on the Senior Center Activity Foundation
• Anacortes Chamber of Commerce Ambassador
• Stakeholder in the Arts Center at Buxton’s Creative District Project

Primary Questions:

How do you identify and prioritize the gaps you aim to address if elected, and how do these align with your top priorities?

My top priorities are 1) Infrastructure – specifically improving pavement and sidewalks in our older neighbor hoods, staying ahead of our aging water lines to prevent breakage and contaminated water within the existing city budget 2) Public Safety – Prioritizing addressing vandalism, drug use and homelessness through humane and effective strategies based on evidence not ideology 3) Enrich our community by supporting privately funded, unique, attractive projects like the Ben Root Skate Park, the Arts Center at Buxton’s and the proposed Youth Activity Center – all which would help bring visitors and tourism dollars to Anacortes. The council can always do a better job of outreach and communication to its constituents before, during and after a decision is made. Many people, including myself feel that improved communication and distribution of information would help he council accomplish some of its long-standing issues.

If elected, is there anything that you would like to change or address in regard to public safety, crime, and policing?

I support the recent investment in our Police and Fire departments through a levy lid lift and the purchase of the long rented fire station three. This received overwhelming support from our community, as we all recognize the importance of a strong and thriving community with a solid plan for public safety. I will make sure the levy lid lift is fully implemented as intended specifically the hiring of firefighters and police officers. With the increase in drug use and vandalism over the past two years, these public safety improvements will play a critical role in addressing this issue. Now that we have the funding, I look forward to working on policies that lead to the outcomes our community expects.  I also bring an on the ground knowledge of what our neighborhoods are facing and will be an advocate for them.

Regarding relationships, what specific actions have you taken or plan to take to foster a strong relationship between the city, port, and chamber?

Communication and engagement with the city port and chamber are key to solving a lot of their shared issues like parking frustration, the lack of a large community gathering space for events and of course a youth center to provide outlets for our kids.  The actions I would take would be to participate actively with these groups.  Relationship building and communication have always been one of my greatest strengths.  Talking to the city, port and chamber across more then just memos and directives would be necessary to creating success in shared areas like growing our business district, meeting the housing requirements of the state, and meeting the parking needs of our community.  I have built over time and through my volunteer service, strong relationships with members of our city, port, and chamber staff and look forward to strengthening these relationships through my role on the council.  I have always responded to the needs and requests of these entities and look forward to playing a larger part in fostering collaboration when elected to council.

How will you engage businesses in decision-making and gather broader information for improved government participation, going beyond public meetings which can be limited by individuals with specific grievances?

Engagement across our community specifically with the businesses both small and large in Anacortes is going to be essential to growing our economic vitality. I would do more then just attend the council meetings, I would make myself available to business owners for their suggestions on improvements as they are the experts when it comes to running a business. My family successfully owned and operated Donatello Flowers and Gifts in old town for 25 years. There are many unique challenges to owning a business in Anacortes and no one knows better how to face them then those that own or have owned businesses here. While a few individuals can occasionally over power council meetings, those meetings are not the only place we should be engaging our business owners. I would actively seek the opinion and ideas of business owners when council is faced with decisions both policy and project, which could directly impact their businesses and economic vitality of Anacortes.   

Regarding affordable housing, do you think Anacortes has adequately addressed this issue, or do you believe more action is necessary? Furthermore, what other measures would you propose to meet the housing needs in the area?

The state has placed new requirements on cities to expand housing specifically in the lower income bracket. This is no longer an idea or hope, but has now been placed as a requirement by the state. While the city has provided incentives for builders to encourage this type of housing, it has not worked to the effectiveness many had hoped. I think it’s important to look towards our non-profits like the Anacortes Family Center, Community Action and Anacortes Housing Authority to make sure they are properly funded for lower income housing projects. We will also have to make some tough decisions about increasing the amount of our larger apartment complexes like Fidalgo Flats. While these will be necessary to allow for additional state required housing, we need to make sure they are placed in areas that do not overpower neighborhoods. We also saw recently in Burlington and old office building successfully converted into affordable rentals by Community Action. We need to be open to exploring these types of options as well.

What creative policies or specific action ideas do you have to strengthen the economic vitality in Anacortes and to support the current business community?

The council needs to continue to be supportive of projects both through our business community including non-profits that have the potential to attract not just new businesses but tourism to Anacortes. Projects like the Arts Center at Buxton’s of which I have been a passionate proponent, create unique opportunities for tourists to come to Anacortes and stay for dinner. Supporting both the Chamber of Commerce and the new Downtown Alliance in their efforts of outreach should be a priority. Learning what steps the council in coordination with the Mayor can take to help return the Sydney Ferry route which provided even more tourism dollars should be a priority. Finally maximizing our LTAC dollars through funds matching efforts of the requesting groups should be explored to create an even bigger return on that investment.

What experience do you have working effectively with other units or levels of government, city, county, state or federal?

I have limited experience working in government which I think helps me bring a fresh perspective to any conversation.  What I can tell you with 100% certainty is that I will be present, always show up for my responsibilities, actively engage and ask thoughtful questions that represent the constituents of Ward 3 and the greater city of Anacortes. While I aim to work successfully at working with the various levels of government my number one responsibility will be to serve the citizens of Anacortes. Not just with a vote and presence at meetings, but by actively communicating with them and making sure they understand the why behind the decisions council makes.

In your opinion, is our main street/downtown in good shape and accomplishing its goals? What measures would you take to make it even better?

We should continue to work to improve downtown, by bringing more people out to eat and out to browse our shops. The new Downtown Alliance has some creative new ideas, and we should support them and our businesses to make our downtown a place where the community gathers. We also need to work to improve South Commercial Avenue, and we should start by implementing the South Commercial Corridor Plan that Mayor Gere spearheaded in 2016.

If you could change one thing in our zoning code, what would it be and why?

I would further like to simplify the zoning code so that it’s more accessible and readily understood by everyone.  This would create more predictability for both neighborhoods and developers. The city did a lot of work to improve the zooming code by completely re-writing it in the last several years. Like any re-write project that large, with it has come some unintended consequences and the council needs to work with the city in acting swiftly to fix these problems as we identify them.

Edward J. Barton

I am the product of public school education and have two girls that also attended public schools. I have a passion for education, earning a Masters and Doctorate in Education while working full time. In my capacity as a college professor, I see the successes and shortcomings of our schools at the next level. The current and continuing budget challenges for ASD are a pressing issue that my background can assist with. I have unique experience as an educator, administrator and finance professional which will help set funding priorities, ask the right questions to district administration and legislators, and work collaboratively with parents, teachers, staff, administrators, students and community members to get to the best solutions for our kids and community.

Primary Questions:

Why do you believe there is a decline in enrollment, and what measures would you propose to support the recruitment of new students?

Much of the decline is attributed to demographic factors, and is a nationwide issue both at K-12 and higher education levels. Anacortes has a particularly challenging situation given the cost of living and difficulties for young families to afford Anacortes as a home. The key is to ensure that the District’s strategic plan accounts for this and ensures that the education provided allows for a diverse and welcoming student experience.

Given the relatively low level of public engagement in school board meetings, except when contentious matters are on the agenda, what strategies would you implement to gather information and promote a comprehensive understanding of diverse perspectives?

Irish currently uses a series of ad hoc committees to assist the Board and Administration with gathering public input into planning and decision making, This is a great start, and could be expanded. To some extent, the low level of engagement is endemic in many areas of the community, and engaging community members where they are most comfortable (online, virtual, email) is also important.

In your opinion, which specific student groups within ASD require additional support, and what are the reasons behind this assessment?

Students who have individualized learning needs will continue to require additional support – both academically and from a facilities perspective. Budget cuts tend to fall on areas where the “fewest” students are impacted – but they may be the students most in need. Additionally, mental health remains a significant issue, especially post-COVID, and support for student mental health needs must remain a priority.

What do you consider to be the primary financial challenge facing ASD, and what would you recommend focusing on to address this issue effectively?

There are two factors – declining enrollment and inadequate state funding. We are limited in our ability to use local levies to make up budget shortfalls. The key to ASD remaining viable financially is a long term strategic plan that projects enrollment out a decade and has a facilities and hiring plan to support that projection, as well as consistently working with our representatives in Olympia to ensure that education funding is planned for first in the state budget as is constitutionally required.

ASD has earned a remarkable reputation and attracts newcomers to the area. What factors do you believe contribute to this positive perception, and what strategies would you suggest for maintaining and further enhancing this status?

Anacortes itself is a diverse and welcoming community, with a natural beauty that is unsurpassed in the State. We must continue to cultivate that welcoming environment for all students and families – regardless of their immutable characteristics or political beliefs. Academically, maintaining a rigorous, safe and accepting school system is a must.

What aspects of Anacortes School District’s strategic plan are most important to you and why?

Long term demographic and facilities planning. The four pillars of the strategic plan (Quality Instruction, Partnerships, Social-Emotional Learning and Stewardship) start with adequate resources to deliver on the promise. Stewardship starts first, with Quality Instruction and Curriculum a very close second. My background in the classroom at the university level allowed me to see the challenges unprepared students face in college. We need to ensure that our students are ready for that challenge.

What are your thoughts on how the district can improve student understanding of career path choices for vocational degrees or certified job opportunities?

The strategic plan notes “Partnerships” as a pillar. Partnering with our local business owners, labor and trade unions, and vocational programs offered at Skagit and other community colleges during career days or in conjunction with classroom curriculum is vital. 

What are your thoughts regarding improving school district support for kids with IEP or 504 plans?

As the parent of a student who was on an IEP for the first 5 years of school, this is a priority, and as noted in my answer to #3, above, is one of my biggest concerns.

Which specific skills do you possess that enable you to discuss the implementation of technology and curriculum ideas actively and effectively as a member of the ASD school board?

A 20 year executive level career in technology driven organizations, coupled with a Masters in Education with a focus in Instructional Design and a Doctorate in Education with a focus on Leadership gives me a unique perspective on technology in education. I am open to new ideas, but within the framework of “what works” as opposed to new shiny objects.

Heather J. Brennan

I have been a member of the Anacortes community since 1987. My husband and I have had
the privilege of successfully raising our three children in the public school system here. My girls
went on to colleges where the students were predominantly from private prep schools and
they have been very successful. One double majored and the other was a 4 year varsity
athlete who also worked and volunteered while carrying a full load of classes. For all 3, of our
now adult children, I believe the quality of education and support from teachers and staff, the
sciences and arts offered, being an athlete and the requirement for community service had
much to do to prepare them for beyond high school.
I have spent most of my years in Anacortes as a volunteer and advocate for our youth. I have
put in more than 20 years volunteering in the schools and this is my 25th year with our local
swim team. I have been a parent volunteer and Referee for our local swim team, Thunderbird
Aquatic Club (TAC) since 1998 and with the high school team since 2006. I spent so many
hours as a PTA volunteer, mostly at Fidalgo, that I received their Golden Acorn Award. I was
also a 14 year volunteer for many different positions within the high school Seahawk Athletic
Booster Association ( SABA ), with 5 years as the Board President. Within my job at the Parks
Department I had the privilege of working with Community Service youth and my heart yearns
to continue to work with and support those who are in need of extra support from the District.
My involvement with Leadership Skagit in 2017 reinforced my desire to continue to give back
to my community which is a part of my decision to run for School Board.

Primary Questions:

Why do you believe there is a decline in enrollment, and what measures would you propose to support the recruitment of new students?

Certainly the pandemic has played a role in the decline in enrollment as students and
parents struggled to stay in school and perhaps even had to move out of district. Beyond this I
look forward to finding out more about how other districts, and ours, address this issue.

Given the relatively low level of public engagement in school board meetings, except when contentious matters are on the agenda, what strategies would you implement to gather information and promote a comprehensive understanding of diverse perspectives?

I believe that if we can have more ongoing public engagement we will be able to address
issues before they become as big and contentious as they currently do. When we needed input
for our Levies and other issues we were sending out massive amounts of mail and emails to
get responses. For cost efficiency we need to rely on email and social media so that our costs
are for the person responsible for these and avoiding the cost of mailers. We need to reach a
very large number of people within our community in order to receive enough feedback to be
productive.

In your opinion, which specific student groups within ASD require additional support, and what are the reasons behind this assessment?

The students who are unhoused and ones from our lower income families need our focus
now, especially as we come out of the Covid pandemic which surely compounded the
problems they were already facing. The parents I have been in contact with in the past have
been overwhelmed with work and finances and they would appreciate extra focus on support
from the District for their children.

What do you consider to be the primary financial challenge facing ASD, and what would you recommend focusing on to address this issue effectively?

Financially ASD has the same issues as all other districts which is allocation of funds. So
much of the funding is directed to specific areas and then each school district decides how to
best use those funds within that area. I feel that input from the staff that is most impacted
needs to be encouraged and prioritized.

ASD has earned a remarkable reputation and attracts newcomers to the area. What factors do you believe contribute to this positive perception, and what strategies would you suggest for maintaining and further enhancing this status?

ASD does continue to maintain a level of success from the School Board and the
implementation of the well considered Strategic Plan, as can be seen from the 9 years of their
“Board of Distinction” Awards. Along with that we have a history of student success and an
amazing community to live in ( if you do not figure the high cost of living here). I believe we
should continue what we are doing now as well as continue to push for realistically “affordable”
Housing.

What aspects of Anacortes School District’s strategic plan are most important to you and why?

The aspects of our Strategic Plan that resonate the most with me are Partnerships and the
Core Values. Continuing to strengthen community, parent, student and staff relationships as
well a supporting the core values that are described in our Mission, Vision, Beliefs and Equity
statements will continue to be our foundational social and emotional strength.

What are your thoughts on how the district can improve student understanding of career path choices for vocational degrees or certified job opportunities?

I would love to be an advocate, along with our current facilitators, to encourage students
to look at as many options as possible as they look to their path after high school. Although
my children chose to get advanced degrees we are well aware that each person has their own
path to follow. And they need to be reassured that they can, and possibly should, consider
rerouting themselves as they mature after they leave the traditional school system. I do not
know the direction our current system is giving students in but in the past many of us tried our
best to encourage them to see a bigger picture of options that are out there, whether that is
college, technical training or work.

What are your thoughts regarding improving school district support for kids with IEP or 504 plans?

I have heard that the IEP funding is inadequate but this is not my area of experience so I
would have to defer to those who have insight here.

Which specific skills do you possess that enable you to discuss the implementation of technology and curriculum ideas actively and effectively as a member of the ASD school board?

I went back to Skagit Valley College in 2003 to finish my AA Degree while I was working
three part time jobs and had three young children nat home and in school. I recall waking my
oldest up at 11pm to show me how to cut and paste a document that was due by midnight.
That was quite an eye opener for me even then as to how technology was changing. Being
back in school myself was helpful at that time. Although my work did not required much time
at the computer on a daily basis it did keep me learning the basics. I continue to learn and
grow but am not a technology expert but I am sufficient. I am a lifelong learner and am
continually looking for ways for growth. When the kids were young they asked me to make up
math stories so they could problem solve on long drives, or when they were younger we would
recite whole books to them as we drove. I have been an observer and advisor to my three as
they went through multiple curriculum changes in our District as well as advisor through
college. I am an adept learner, observer, communicator and collaborator and these skills will
continue to support me when addressing curriculum ideas.

I would like to reiterate that my volunteer skills, my upbringing of three students in our schools,
and my teamwork capabilities will make me a quality School Board member. Thank you. HB

Alexis Gentry

I have served Anacortes as a volunteer with various
organizations since 2013 while also operating my own
Interior Design business. I’ve volunteered in classrooms,
supported the PTA, taught Junior Achievement, volunteered
with Food to Go, assisted Fidalgo Danceworks with auction
decor and setup, and been a class parent for many
performances. I’ve been either a Girl Scout co-leader or
assistant leader for the past eight years, a Little League
coach and volunteer, a member of the AHS Choir booster
club, and served on the AHS accreditation committee and
Fiddlehead Montessori’s capital campaign committee. For
three years I was the Chairperson for the Human Resources
committee at Westminster Presbyterian Church, overseeing
the employment of six employees, while being an active
volunteer as well. As a professional interior designer for
nearly 20 years, I play a key role in collaboration between
the owner and contractor during design and construction,
using creative problem solving to achieve results within
budget constraints.

Primary Questions:

Why do you believe there is a decline in enrollment, and
what measures would you propose to support the
recruitment of new students?

Fidalgo Island simply does not have many attainable
ownership properties for young families. Fortunately,
despite this reality, our enrollment has rebounded modestly
since the COVID pandemic, to similar numbers as 2019.
Going forward, we need to continue to recoup the students
lost during the pandemic, offering assistance or partial
enrollment with subjects that prepare middle schoolers for
high school. We can expand opportunities such as College in
the High school where students can earn college credit while
attending classes at AHS. Also, programs such as Cap Sante
HS provide an alternative environment for students whose
needs aren’t fully met in a traditional high school setting.
Each of these measures will retain currently enrolled
students, and may re-enroll others who explored other
options during the pandemic.

Given the relatively low level of public engagement in school
board meetings, except when contentious matters are on the
agenda, what strategies would you implement to gather
information and promote a comprehensive understanding of
diverse perspectives?

A school board meeting is a business meeting that is an
ineffective forum for two-way engagement with
stakeholders. The board needs to to find additional
ways to connect with parents, students and the
community in meaningful and appropriate ways. I am
asking the community to pointedly define what it needs
from the administration. How do you want to engage?
Let’s get your requests for future conversational
opportunities and move forward without wasting any
more time. The district can only succeed with accurate
information from us, the community. It’s time to get to
work and collaborate effectively.

In your opinion, which specific student groups within ASD
require additional support, and what are the reasons behind this
assessment?

Our special education students, Multiple Language Learners
(MLL), and students living in poverty need additional
support. Test scores continue to show that these groups
struggle to meet grade level standards.
We must also keep our youngest learners in mind— fewer
than 70% of incoming kindergarten students are ready and
equipped for school in all six areas of development and
learning. Investing in this age group will increase their early
educational success and decrease the need for later
intervention. Finally, let’s not forget that every student
across the grades was impacted by COVID and continues to
feel the effects. Additional support through mental health
services, and social-emotional learning is imperative as our
students strive to regain the educational and relationship
losses of the pandemic.

What do you consider to be the primary financial challenge
facing ASD, and what would you recommend focusing on to
address this issue effectively?

The primary financial challenge for ASD is state
requirements that are not fully funded, such as testing,
transportation, special education, and nursing. The
budget advisory committee has also given us insight as
to how to prioritize how we spend our funds. I will
continue to engage with the community and invite input
as we tackle the budget in future years, and lobby
passionately for more state support.

ASD has earned a remarkable reputation and attracts
newcomers to the area. What factors do you believe contribute
to this positive perception, and what strategies would you
suggest for maintaining and further enhancing this status?

Anacortes’ reputation attracts newcomers because our
students, staff and families are supported by fantastic
community partnerships. These partnerships provide
opportunities such as tutoring, arts and athletics, and mental
health support. Going forward, we can continue to pursue
and expand additional programs such as Communities in
Schools positions, Food to Go, and other assistance for our
most vulnerable students. Every students’ success is our
success as a community!

What aspects of Anacortes School District’s strategic plan are
most important to you and why?

The ASD strategic plan (Quality Instruction & Curriculum,
Partnerships, Social-emotional learning, and Stewardship)
is imperative as we prepare students for life after
graduation. Effective education goes beyond academic skills,
and emphasizing social-emotional learning teaches selfmanagement,
self-awareness, social awareness, relationship
skills and responsible decision-making. Investment in our
students’ mental health and social-emotional skills is critical
to create resilient graduates.

What are your thoughts on how the district can improve
student understanding of career path choices for vocational
degrees or certified job opportunities?

We can increase our partnerships with local businesses so
students can hear first hand what career possibilities and
prospective employees are out there after high school. ASD is
well positioned to introduce students to great paying jobs
and training opportunities that don’t require debt from an
expensive four year degree. In return, businesses will benefit
from high quality AHS graduates that are ready to jump
into the workforce.

What are your thoughts regarding improving school district
support for kids with IEP or 504 plans?

OSPI’s Free and Appropriate Public Education definition
says: ‘All students have a right to meaningfully participate
in the general education setting, both academically and
socially, to the fullest extent possible.’ This means we must
increase students’ ability to receive specialized and
appropriate instruction beside their peers, and not
constantly pull students from the classroom to learn in
isolation. We must also provide additional training to equip
our staff to support our students with special needs.

Which specific skills do you possess that enable you to
discuss the implementation of technology and curriculum ideas
actively and effectively as a member of the ASD school board?

As a parent of three, I have seen the direct benefit of
previous technology investment in the district. I will support
our students with collaborative policies that continue to
bring the most effective technology and curriculum into the
classroom, while prioritizing adequate staff training. New
technology and curriculum must be supported with
implementation policies in order to be effective.

How will you improve the school experience for LGBTQIA+
students?

The needs of LGBTQIA+ students are ultimately similar to
every ASD student when it comes to support from staff and
our greater community. They need a great education to
achieve their fullest potential. They need to feel valued, safe
and supported among their peers, and be treated with
respect and civility by all. We must excel at meeting ALL our
students’ needs so they are equipped to embrace the future
and make a difference in our small community and the
world.

Darene Follett

My name is Darene (pronounced day-reen). I have been active in the community since coming to Anacortes in 2008. I have sat and continue to sit on many different boards and have helped to give back to the community as much as I can, starting when my older child was of preschool age being a Mentor Mom for MaryJo Christianson and the good work she did for early learning. A primary focus was coordinating public and private preschools to support teaching same standards so that every child entering Kindergarten started with the same basis as well as focusing on getting every child into preschool. In 2012, I helped to write the Community Service Action Plan (CSAP) with MaryJo and Maggie Thompson. This was so Anacortes could be recognized as an All-America City which recognizes communities that leverage civic engagement, collaboration, inclusiveness, and innovation to successfully address local issues. I have been a part of the Superintendent Advisory Committees over the last three administrations and was on the Budget Advisory Committee this year voicing concerns families had and focusing on cuts being furthest from the classroom as the focus. I have been a prior treasurer for the Skagit Valley Tulip Festival, the PTAs of Whitney, and Island View for many years, and I am currently the Treasurer for the Anacortes Lacrosse Club.

Primary Questions:

Why do you believe there is a decline in enrollment, and what measures would you propose to support the recruitment of new students?

Yes, there is a decline in enrollment. We have about a 2.5% decline each year over the last five years. We live in a high cost of living area that is a barrier to families with young children. We have a lack of starter homes and affordable housing. We can work with the city and the community to continue to focus on these areas.

Given the relatively low level of public engagement in school board meetings, except when contentious matters are on the agenda, what strategies would you implement to gather information and promote a comprehensive understanding of diverse perspectives?

As a member of the Superintendent Advisory Committee and Budget Advisory Committee and on other committees focusing on Special Education, a large component to those committees is getting the correct information out there into the community on a more individual 1 to 1 basis as well as being an ear to hear what is being said so that we can get correct information and answers. I would love to see the community show up more, but there are so many barriers such as childcare, work, bandwidth. We can try to offer as many opportunities as we can for engagement.

In your opinion, which specific student groups within ASD require additional support, and what are the reasons behind this assessment?

As a special needs parent, of course I believe that those on IEPs require additional support. I have worked with the schools for more than a decade dealing with unfunded mandates and budget shortfalls, and we can do better. I also believe we can do so much better with our children with 504s and getting accommodations they need working for them in the school system. Our LGBTQIA groups and students of color are answering surveys that they are not feeling safe in the schools. This tells me they as specific groups require additional support. We can do better.

What do you consider to be the primary financial challenge facing ASD, and what would you recommend focusing on to address this issue effectively?

The primary financial challenge facing ASD is the budget shortfall we are facing and we will be continuing to face in future years. We have and will continue to have lower enrollments as our population ages and we don’t have an influx of young families and new young students incoming. We need to work with our community on these and other issues as they arise.

ASD has earned a remarkable reputation and attracts newcomers to the area. What factors do you believe contribute to this positive perception, and what strategies would you suggest for maintaining and further enhancing this status?

Continuing to focus on strong rigorous education and educational outcomes as well as providing varied opportunities for different learning opportunities for all our students is of great importance. There are many pathways we offer our students for both college bound, and work pathways. We need to continue to find ways to encourage our children to be successful no matter what path they ultimately choose.

What aspects of Anacortes School District’s strategic plan are most important to you and why?

Two areas I will be focused most on are the Partnership and Stewardship Pillars. In prior years on the Superintendent Advisory Boards, we focused on Quality Instruction and Curriculum and Social Emotional Learning. It is not that these are not important, but right now we need to focus on policy, budget and building partnerships with the community to overcome shortfalls. Having helped co-author the Community Service Action Plan (CSAP) for Anacortes to be recognized as an All-America City in 2012, this was my focus then. Being an All-America City, we were eligible for an award focused on communities with attention to efforts that engage young people in the policies and decisions that shape their lives, identifies communities that are breaking down barriers to meaningful youth participation and enacting programs that will improve quality of life for youth, and, by extension, all members of the community. I believe these two pillars as a focus are where I believe my strengths being a CPA and a CEO will be an asset to the community.

What are your thoughts on how the district can improve student understanding of career path choices for vocational degrees or certified job opportunities?

I think we can do a much better job encouraging children and letting them know and feel that these non-4yr college bound pathways are just as important if not more important than only college bound. There is often a stigma that these are second choices or backup plans when that is not the case. The trades especially are hugely important. When my husband started in carpentry nearly 30 years ago, they were talking then about “the Great White Wave”, meaning those who know what they are doing are aging out of the professions and we will be in trouble if no one steps up to the plate. I may have a unique perspective in this area, coming from “working class” parents where both my mom and dad were plumbers, my siblings were not college bound and I was the oddity. My dad was severely dyslexic and taught plumbing code verbally so well that his students would get 100% on their Journeyman testing. The WA average was most had to take the test 2-3 times to pass. Just because he was differently able did not make him any less. I like to say my husband is the smartest person I know. He does not hold a college degree, but he is a lifetime learner and expert in his craft of high-end finish carpentry. He advocates for apprenticeship programs and needs new people coming into the trades. We have work to do to take the stigma away from students choosing a non-college bound pathway!

What are your thoughts regarding improving school district support for kids with IEP or 504 plans?

I could go on all day on this topic since it is close to my heart. I have a special needs son who does not fit into any box. I have said he is too special for typical and too typical for special, which makes him as an outlier even more difficult to help. Each child has different abilities and needs with different accommodations required. An IEP or 504 are great to have, but ensuring they are more than just paper and implementing them is another story. We need to actively make sure teachers have the resources they need to follow these legal documents to provide Free and Appropriate Public Education (FAPE) to all our children. We can also build and improve our communication between the schools and our special needs families. I have been actively working on this issue for more than a decade and was even asked to be on the hiring committee when interviewing the candidates for the new Director of Inclusive Services position this year.

Which specific skills do you possess that enable you to discuss the implementation of technology and curriculum ideas actively and effectively as a member of the ASD school board?

I am a CPA and a CEO. I run a financial institution as a CEO, and an accounting and tax firm as a CPA. Prior to this I worked for LarsonGross as both a Sr. in Tax and Audit. Furthermore, I performed Single Audits, which are nonprofit audits of governmental expenditures of over $750,000. I like to say, “I bring the boring.” I read policy and documents that most only glance at while having an active and vested reason to ensure we are doing the best we can with what we have. I look for the unintended consequences each day and will continue that as a board member working on policy, technology, and curricula. I have two boys, 13 and 16, and they will both have graduated from ASD103 and spent their entire K-12 in this school district. Their educational outcomes as well as those around us are important to me. I think outside the box, and want the best for our community since we are planning on being here the remainder of our lives.