North Liberty should be a community in which every person can thrive, belong, and be celebrated. This depends significantly upon the representation, commitments, and agency of elected officials. Elected city and school district leaders have the power to develop policies and budgets that create an equitable and inclusive environment for housing, business, access to services, and learning.
The following questionnaires were sent to all registered candidates for the November 4, 2025, North Liberty City Council and Mayoral election and the Clear Creek Amana and Iowa City Community School District school board elections. The intent of the questionnaires was to collect information on candidate platforms as they relate to anti-racism and social justice and to proved North Liberty voters with information to inform their voting decisions. All candidates were given equal opportunity to participate. Responses are printed exactly as submitted and are shared in alphabetical order by candidate last name for each office.
Click on the arrows below to expand each section and read candidate responses.
North Liberty City Council and Mayor
Mayoral Candidates (1 to be elected):
Chris Hoffman, hoffmanchris@gmail.com
City Council Candidates (2 to be elected):
Tonja Fortney, tigger29x@aol.com
Brian Wayson, bpw@southslope.net
Q1. What is your plan for engaging with and listening to all North Libertarians to ensure their perspectives and interests are heard and addressed? What groups do you feel it would be especially important to connect with and hear from?
Chris Hoffman (mayoral election): Meeting members of our community happens in a number of ways. Most importantly, it happens where they are and under circumstances that warrant the need. Community events throughout the year provide a wonderful opportunity to meet and engage with each other, broadly. Coffee/lunch afford more one-on-one learning and connection. I am very easily reachable, too, via email or phone, and have responded to hundreds of questions over the past 18 years of service to North Liberty.
Tonja Fortney: Did not respond.
Brian Wayson: As a member of the City Council, I have always tried to be accessible to anyone who reaches out. I respond to emails and phone calls as they arrive. I have always encouraged citizens to come to meetings and let the Council know how they feel on issues and to bring up any concerns that they may have. This is not always possible for some people, and it is important to be creative in allowing access for people to express their concerns. One way we do this is by having online good neighbor meetings. This is generally done with rezoning issues. North Liberty also has the neighborhood ambassador program which provides an additional method to learn what people are thinking about as well as disseminating information out to residents.
Q2. How do you personally define affordable housing in North Liberty? What role should affordable housing play in North Liberty’s growth and development? How does this issue rank among your priorities as a candidate?
Chris Hoffman (mayoral election): Affordable housing is likely the single biggest topic our region/state/country share over the past 20+ years, and North Liberty is no different. During this time, North Liberty has been fortunate to see a large amount of housing constructed, and with diverse options of housing types. Affordability, though, is a many-layered solution that can involve the city, land owners, developers, and regional/state partnerships.
Affordability has been, and will be, an issue that transcends the quality of life in our community. The city has taken varied steps to meet the changing needs of developers, and homeowners/renters. Some notable examples include, but are not limited to:
Creating additional zoning districts (RS-9) to reduce required square footage of Single Family lot sizes.
Allowing for denser housing in locations that promote walkability and accessibility (and reduce the need to drive and create less pollution).
Provide matching funds for Workforce Housing applications/projects.
Contributed to, and just recently received approved from, the Iowa City Housing Authority to purchase 3 townhomes in North Liberty for residents that earn 50% or less than the area median income.
Contribute annually to the Johnson County Affordable Housing Trust Fund for grant funding distributions to North Liberty residents for home improvements. This program is utilized by homeowners to make repairs to older homes and allow them to stay in place.
Tonja Fortney: Did not respond.
Brian Wayson: Affordable housing is difficult to define for everyone. Generally, I think it is best for people to be able to stay in a safe place and not use so much of their income that they do not have the ability to save some money for rainy day issues. If a person is spending a large portion of their income just on housing every month it makes it very difficult to manage unexpected bills such as car repairs without getting behind financially. A lack of affordable housing also is detrimental to growth of business in the area because the lack of available employees limits potential expansion. North Liberty has invested large amount of money to help with some affordable housing projects. We have 3 housing units that we will be coming online soon. We also will soon partner with a local business to develop a building for affordable workforce housing. The City Council agreed to participate in the program if a local builder should receive the state grants. I was supportive of that effort. A local builder was successful in obtaining funding to help build 96 new units.
Q3. As a city counselor, how would you represent, protect, and advocate for North Liberty’s LGBTQ residents - especially those who are trans? Do you believe gender identity should be explicitly recognized as a protected class in North Liberty’s local ordinances? Why or why not?
Chris Hoffman (mayoral election): As mayor, I have consistently proclaimed Transgender Day of Visibility in North Liberty in solidarity with our transgender community and will continue to do so. The city of North Liberty has a Non-Discrimination policy in place, and it can be found on our website within our Human Rights section of City Hall.
Regarding the recognition of LGBTQ residents as a protected class, the Iowa Legislature have written those protections out of state code. The city, in practical terms, won't be able to counter this measure until it can establish a Civil Rights Commission when the city reaches a population of 29,000 residents. (We're closing in on 24,000 residents currently) And, when that time comes, I will be in full support of adoption of protections within the city of North Liberty,
Tonja Fortney: Did not respond.
Brian Wayson: My belief is that all individuals should be treated equally well and not have to worry that how they choose to live their lives would limit their opportunities. I disagree with actions at the State level that do not promote this. I support the wording we currently have in our hate crime ordinance that outlines protected groups which includes gender identity.
Q4. Reliable transportation is essential for accessing healthcare, child care, food/groceries, employment, and community services, especially for residents without personal vehicles. How would you describe North Liberty’s current public transportation options? What improvements, if any, do you believe are needed to better serve our community, and where does transportation fall among your priorities as a candidate?
Chris Hoffman (mayoral election): North Liberty's current public transportation options have continued to evolve and be modified over the past 15 years. The city started the North Liberty Transportation Assistance Program (NLTAP) in 2024, and we are likely to expand this offering soon. Additionally, we have partnered with the city of Coralville for fixed route service for over 10 years, and we continue to examine the best use of city funding to support this service for our residents.
Transportation has been an ongoing work-in-progress for the city for over 10 years, and it will continue to be an area we prioritize for our community. Our growth as a city has contributed to this need, and it will continue to push us toward innovative approaches (like NLTAP).
Tonja Fortney: Did not respond.
Brian Wayson: I have served on both the ad hoc transit committees that we have had in North Liberty over the last several years. We have explored many options and tried different transit plans. The one that seems to be working the most reliably is the North Liberty Transit Assistance Program. This is designed to get people who have transportation issues to important services including the community center and library and grocery stores and medical appointments. My preference would be to reallocate the money that we currently spend on a very low ridership and high-cost fixed transit system and to use this money to expand the On-Demand North Liberty transit program. We also continue to work with the County for additional specialized transit programs. Workforce transportation is an area that we need to look at more closely and see if this is a widespread issue.
Q5. How would you ensure that North Liberty remains a safe and welcoming community for immigrants, and how do you personally view the role of local government in upholding the rule of law with fairness and compassion?
Chris Hoffman (mayoral election): Our community will continue to provide programming, support, and opportunities for connection not only within our immigrant population, but throughout. Our partners within the city (schools, pantry, businesses, non-profits, etc.) have provided resources and members that contribute to the well-being of our entire community. I'm confident they will continue to provide for the community at-large, along the city's efforts to create space for each other.
Tonja Fortney: Did not respond.
Brian Wayson: It is the expectation of myself and the rest of the City Council that all individuals are treated fairly no matter where they moved to North Liberty from. We track police interactions to look for patterns indicating this goal is not being met. Fortunately, we really have not seen any significant issues but is always important to keep monitoring that situation. North Liberty as a city tries to have many different activities throughout the year that appeal to different groups and encourages sharing of culture.
Q6. How will you prioritize equity within city budget decisions, including allocating funds for programs and initiatives that address disparities in our community?
Chris Hoffman (mayoral election): Our city budget decisions start at the staff level, and are first guided by the work and services to be provided. Within each department, delivering service (life supporting/saving, snow removal, mowing parks, books to read, clean water, safe streets, etc) is the purpose each day. And within the staff, our Department Heads ensure the most effective and equitable delivery of services. My role as mayor/councilor has been to support their budget needs each year so they can deliver the best service possible.
Tonja Fortney: Did not respond.
Brian Wayson: Developing the budget and making the decisions required to have a balanced budget is most difficult part of the job of a City Councilor. The city is required to fund many essential functions including police and fire protection. The always increasing costs of materials and services is always a strain on the budget. Recent action at the state level to limit the ability of the city to collect taxes to fund these essential services is going to create issues for future City Councils. We have been fortunate in North Liberty to be able to fund social service agencies which often are supporting the more marginalized members of the community. This is going to be more difficult to do in the future without additional streams of revenue such as the local option sales tax.
Q7. What else do you want members of our group to know about you and/or your plans for helping to lead our city?
Chris Hoffman (mayoral election): Over the past 18 years, as a member of the North Liberty City Council, or as the Mayor, I've worked to connect our community with resources needed to make their lives better, and more meaningful within North Liberty. I hope you will agree that I've met our community where they are, and supported them to the best of my abilities. North Liberty is richer, and our quality of life is greater, when opportunities are extended to support equity throughout all of our community.
Tonja Fortney: Did not respond.
Brian Wayson: I feel I have several strengths that are useful for City Councilors. First, I have several years’ prior experience on the City Council. I have a good working relationship with City Staff. I have an understanding of how the city operates. I also am aware of anticipated upcoming municipal needs. Second, as a Councilor I have had the opportunity to work with other elected officials in Johnson County while serving on the Emergency Management Commission and the Metropolitan Planning Organization. Third, my long residency in North Liberty gives me a unique perspective of how the city has grown, including the positive and problematic. This sense of history in helpful in avoiding a repetition of past mistakes. Finally, I am used to working with a team to manage complex issues. Teamwork and consensus building is very important as the City Council works through municipal issues.
Clear Creek Amana School Board
At-Large Candidates (1 to be elected):
Casey Cooney, caseycooney@gmail.com
Rick Hergert, scout5@southslope.net
District 2 Candidates (1 to be elected):
No candidates filed.
District 3 Candidates (1 to be elected):
Nicholas Pfeiffer, npfeiffer9@gmail.com
District 4 Candidates (1 to be elected):
No candidates filed.
Q1. How would you define the school board's role in cultivating a culture of inclusivity and equity across the district?
Casey Cooney: Did not respond.
Rick Hergert: Sent the following response via email: I have no input at this time.
Nicholas Pfeiffer: I believe it is the school board's responsibility to champion a culture where every student and teacher feels they belong and has a path to their own success.
This commitment shows up in the policies we pass and where we invest our resources. Does our curriculum represent diverse perspectives? Are we disciplining fairly? Do educators have what they need to reach every learner? Are we directing resources where they're needed most?
We also set the example through how we engage with our community, creating spaces where everyone feels heard—especially voices that haven't always had a seat at the table.
Finally, we hold ourselves accountable by reviewing the data on student achievement, discipline, and access to identify gaps and drive progress
Q2. What is your plan for connecting and communicating with families and personnel from all areas of the district to promote engagement in school board discussions and decisions?
Casey Cooney: Did not respond.
Rick Hergert: Email response: I have no input at this time.
Nicholas Pfeiffer: I believe communication has to be a real conversation, not just announcements from the board. Families and staff deserve meaningful opportunities to share their thoughts before we make decisions, not just hear about them after. Clearer communications has been my primary focus since joining the Board last year. I want more participation at our listening sessions, surveys, and small-group conversations that bring everyone's voice to the table. Plus the Board and Administration need to be clear on why decisions were made.
I want to see us build genuine relationships with our educators and staff. They're in the classrooms every day, and their insights are invaluable. When we actively seek their input and respect their expertise, we bridge the gap between boardroom decisions and classroom realities.
My goal is simple: make board engagement accessible, inclusive, and transparent so everyone feels their voice truly matters in shaping our district's future.
Q3. As a school board member, how will you identify and prioritize potential inequities within district budget decisions, including funding for programs designed to address disparities in academic and social learning?
Casey Cooney: Did not respond.
Rick Hergert: Email response: I have no input at this time.
Nicholas Pfeiffer: I support equity audits and transparent reporting so the board and community can see how funds are distributed and whether programs aimed at reducing disparities—such as tutoring, counseling, afterschool opportunities, and family engagement initiatives—are adequately supported. Prioritization also means recognizing that equity is not the same as equal spending. Some schools or students may require more resources to achieve fair outcomes. Our budget decisions should reflect this principle while still maintaining fiscal responsibility.
Q4. What would you identify as the top priorities for ensuring our schools are safe for all students, families, and staff?
Casey Cooney: Did not respond.
Rick Hergert: Email response: I have no input at this time.
Nicholas Pfeiffer: I believe that building trusting relationships within the school is the foundation for creating a safe environment for our students, families, and staff. When students, staff, and families feel connected and respected, they are more likely to look out for one another and contribute to a safe, welcoming environment.
I support mental health and social-emotional support. Access to counselors, social workers, and programs that promote conflict resolution, bullying prevention, and inclusivity helps create an environment where students feel seen, heard, and valued.
I would emphasize training and communication for staff and families, including professional development in recognizing and addressing harassment, bias, inherent bias, or threatening behavior, and maintain clear channels for reporting concerns.
Q5. How would you work to ensure that hiring processes are equitable and inclusive, reducing biases and barriers that may hinder diverse candidates from joining the school district?
Casey Cooney: Did not respond.
Rick Hergert: Email response: I have no input at this time.
Nicholas Pfeiffer: While the school board does not hire staff directly, we play a role in establishing our hiring practices. I would advocate for standardized job descriptions, diverse hiring panels, structured interviews, and outreach to broad candidate pools to reduce barriers for underrepresented applicants. I would also support professional development for administrators on bias awareness and inclusive recruitment. By reviewing hiring outcomes and holding the district accountable, we can foster a workforce that reflects our community. A diverse staff enriches learning. Bringing multiple perspectives better prepare our students for the world.
Q6. What challenges and concerns regarding schools or the school district have been expressed by North Liberty families and school personnel, and what are your initial thoughts for addressing them?
Casey Cooney: Did not respond.
Rick Hergert: Email response: I have no input at this time.
Nicholas Pfeiffer: The most common question I receive is how will CCA handle the continued growth of the district while state support for public schools diminishes? My answer is that we take a very pragmatic approach and gain input from a variety of subject matter experts so we make decisions for the greater good. Additionally, we, as individuals, must support the elected officials and candidates that support public education.
Q7. What else do you want members of our group to know about you and/or your plans for helping to lead the school district?
Casey Cooney: Did not respond.
Rick Hergert: Email response: I have no input at this time.
Nicholas Pfeiffer: I believe Clear Creek Amana has an opportunity to create a clear and concise brand identity that uplifts our district for the tremendous benefits we have to offer. Families choose our district because of the strong academics, supportive culture, and opportunities we provide, and I want to protect and strengthen that. That means making thoughtful financial decisions, supporting our teachers and staff with the resources they need, and continuing to invest in programs that help every student succeed. CCA is strong, inclusive, and future-focused. We just need to make sure everyone knows it.
Iowa City Community School District School Board
Candidates (3 to be elected):
Jayne Finch, jaynefinchschoolboard@gmail.com
Jennifer Horn-Frasier, hornfrasierforschools@gmail.com
Ruthina Malone, ruthinaforboard@gmail.com
David Noerper, dnoerper@hotmail.com
Dan Stevenson, danstevenson77@gmail.com
Q1. How would you define the school board's role in cultivating a culture of inclusivity and equity across the district?
Jayne Finch: The school board sets the tone, priorities, and expectations for the entire district through its financial oversight, evaluative responsibilities, and legislative authority.
In terms of financial oversight and resource allocation, the board plays a critical role in ensuring that students, classrooms, and schools with greater needs receive the staffing, funding, and support necessary to create equitable learning environments. This includes prioritizing investments in special education, English language learning, and socioeconomic need through the district’s Weighted Resource Allocation Model (WRAM).
As part of its evaluative responsibilities, the board must regularly monitor disparities in student achievement, discipline, graduation rates, and access to advanced coursework. Transparency and accountability are essential to addressing these inequities and ensuring that complaints of bias or discrimination are taken seriously and resolved promptly.
The board and administration must actively engage diverse voices—particularly those from historically marginalized communities—in shaping district policy and decisions. Building trust with underrepresented students, families, and staff requires consistent, culturally responsive communication and meaningful opportunities for input.
Finally, the board must lead by example. This means demonstrating a commitment to respectful discourse, inclusive decision-making, and behavior that reflects the values the district seeks to uphold.
Jennifer Horn-Frasier: I see the school board as having two roles here: 1) setting the tone for the district’s values, and 2) modeling those values. Values are expressions of how an organization behaves, so inclusivity and equity must not be treated as “initiatives,” but as guiding principles in every policy, budget, and classroom practice. That means the board must set expectations for equity-centered decision-making, ask hard questions about who benefits and who is left out, and set and hold ourselves accountable to measurable outcomes.
Equity isn’t something that can be achieved through statements; it’s achieved through continuous work that includes data review, listening, and transparent action. The board should regularly review data on achievement, discipline, and access to programs. It should also listen deeply to our district community, seeking information and insights from families and staff about their experiences. As a board member, I would approach this work with humility and curiosity, drawing on my background in facilitation and Strategic Doing to help the district move from conversation to coordinated action. Our schools must be places where every student and educator feels seen, valued, and safe, regardless of race, gender identity, ability, or background. Board leadership that models inclusion in both policy and practice can help us achieve this.
Ruthina Malone: The school board is pivotal in ensuring that a culture of inclusivity and equity can be demonstrated throughout the district. We establish all the policies that are put into action in day-to-day operations. Board members would need to approach policy work with this lens in order to have this type of impactful change for all.
David Noerper: Essential. The Board is responsible for ensuring that the Superintendent meets the needs of the electorate. Inclusivity and equity must be a priority to ensure that everyone is seen and heard and problems solved. Also, the Board must create a space for conversation where all members of the community can show appreciation and address concerns.
Dan Stevenson: The board's role is both one of approach and one of policy. School board members need to approach all issues before them with an eye to inclusivity and equity, and communicate this to district administration and the community. This helps create a culture for the schools where students, educators, families, and community members know the importance of inclusivity and equity in everything we do. As a board member, I will be committed to policies that promote inclusivity and equity, always considering the effects of policies on the students and educators in our district.
Q2. What is your plan for connecting and communicating with families and personnel from all areas of the district to promote engagement in school board discussions and decisions?
Jayne Finch: I’ll continue what I’ve prioritized during my first term—being approachable and responsive to emails and other individualized communication, and staying connected by attending school and community meetings, cultural events, fine arts and athletic events, as well as PTO, DPO, and other school parent group gatherings. In the past, I’ve also participated in meetings with organizations such as Mariam Girls Club, Black Voices Project, and Latinas for Education to hear directly from families and community leaders. To further promote engagement, I will continue to clearly communicate how public input is used in board decisions and will oppose any policy that limits open communication with the board.
Jennifer Horn-Frasier: The ICCSD encompasses a wide geographic and cultural range, so our communication approach should be much more than a one-size-fits-all effort. The board has a responsibility to meet people where they are, both figuratively and literally. To fulfill that responsibility, I will visit and attend events at schools across the district; host listening sessions in the communities making up our district, including North Liberty, which has grown rapidly and whose families sometimes feel disconnected from district decisions; and help ensure that information is accessible in multiple languages and formats.
I work hard to ensure two-way communication—listening as much as informing. Social media, newsletters, and surveys have their place, but personal connections are more powerful. I will prioritize building relationships with families, teachers, and staff by being visible in schools and community spaces and by making sure concerns and ideas are brought back to the board table.
My professional experience in facilitation has taught me how to design conversations that help people feel heard and valued, even when opinions differ. In fact, bringing together a diversity of viewpoints helps to more effectively convey information, create and strengthen trust, and foster a sense of shared ownership. Ultimately, making sure the voices of all are heard results in the best solutions to the challenges we face.
Ruthina Malone: Over the last 8 years of service on the board, I have worked diligently to ensure that I connect and communicate with ICCSD stakeholders across our district. I’ve visited schools to witness how our policies that are made at the board table are impacting those in our buildings. I’ve tried to make myself visible at community events where our families and staff gather. These gatherings have been instrumental in reaching people and allowing me to get feedback from those who may not always chime in. Additionally, when time has permitted, I try to attend community and PTO meetings as well as school community events to engage with people in a natural setting. All of these are practices that I will continue if re-elected.
David Noerper: Conversation. I have been meeting with parents, students, teachers, support staff, and administration to better understand what needs to be improved. Our Board must be active and continually strive to improve our District for all students. There is no doubt we can improve. I can be reached by email and phone or in-person as needed.
Dan Stevenson: From the start of my campaign this summer, I have made a point of meeting with families, community groups, educators, and administrators across the district. I am always open to hearing from those who reach out with concerns, but I know the importance of meeting people where they are to learn about the issues that affect our students and educators. This is something that I will continue as a board member if I am elected in November.
Q3. As a school board member, how will you identify and prioritize potential inequities within district budget decisions, including funding for programs designed to address disparities in academic and social learning?
Jayne Finch: To identify budget gaps, I’d look at whether resources match the needs of higher-needs students—like English learners and students with disabilities. I’d track funding for key support programs and use outcomes data and community input to make sure the budget is working where it matters most.
Jennifer Horn-Frasier: Budgets show what we truly value. So, when making financial decisions, the school board must ask equity-centered questions: Who benefits most from this investment? Who might be unintentionally left behind? Are we supporting the students and families who face the greatest barriers to opportunity?
As a board member, I would advocate for budget processes that include equity among the core criteria for evaluation. This would include things such as continuing to review per-pupil spending by school, evaluating access to specialized programs, and ensuring that academic and social-emotional support initiatives reach students who need them most. It also means protecting and strengthening programs that close achievement gaps, such as early childhood education, mental health supports, and family engagement initiatives.
In addition to using data to help make these evaluations, I would seek input from those closest to the classroom—teachers, paraeducators, and principals—about what investments make the greatest difference. This approach would help us achieve transparency, because our community deserves clear explanations for how and why budget decisions are made. As public funds shrink and the needs of our district grow, the risk of inequity increases, both within and outside of our district. This means equity must be our compass, so that we can make sure that resources are distributed in ways that expand opportunity rather than reinforcing disparities.
Ruthina Malone: For the past 8 years, I believe that I have continuously protected funding for programs that helps the district address disparities. I have been resolute in protecting WRAM for buildings that need it most; attendance bussing for students who it is imperative that they are in school; and positions that assist our students in achieving milestones that otherwise would be difficult to reach. If given the opportunity to continue to serve, I will continue to serve in this manner.
David Noerper: This is a complex question without knowing the specifics as each issue will have its own route to a solution. First, I want to hear the concerns and complaints from our parents, students, teachers, and support staff. I want to learn about what needs to be addressed and improved. After I have had a chance to research the issue at hand and better understand the why's and options, I will do my best to communicate with other Board members and the community to ensure a successful resolution.
Dan Stevenson: Supporting students with additional needs will always be my focus when making district budget decisions. This means ensuring that we continue and expand programs and staffing that directly support our students. I greatly support the district's Weighted Resource Allocation Model as one way that we can allocate staffing and resources more equitably across the district. Funding for Student & Family Advocates, mental health and nutrition supports, and attendance support transportation are also critical in addressing disparities in the district. As underfunding from the state will surely continue, I am dedicated to protecting these programs as we make difficult budgetary decisions.
Q4. What would you identify as the top priorities for ensuring our schools are safe for all students, families, and staff?
Jayne Finch: Keeping schools safe requires a combination of priorities that support both physical and emotional well-being. First, creating a culture of belonging by fostering a positive and inclusive school climate is essential. This includes clear behavior expectations and the consistent use of disciplinary and restorative practices that support accountability and growth. We must also invest in mental health resources, including access to counselors, social workers, and training on trauma-informed practices for all staff, so they are equipped to recognize and respond to students’ emotional needs with care and understanding.
Lastly, physical safety measures—such as secure entrances, emergency preparedness, and effective communication systems—must be consistently maintained and reviewed. Safety also depends on strong collaboration with families and community partners to ensure we are addressing concerns from every angle.
Jennifer Horn-Frasier: Safety is foundational to learning, and it encompasses both physical security and psychological safety. True safety means that every student and staff member feels respected, supported, and free from harm—physical, emotional, or psychological.
First, we must ensure classrooms are safe workplaces. I’ve heard from paraeducators and teachers across our district about the need for stronger support and training when working with students with significant behavioral challenges. Expanding de-escalation training, ensuring access to mental health resources, evaluating whether we are making the best use of all available services to help, and reviewing staffing ratios are key steps.
Second, schools must be psychologically safe spaces where all students feel safe to be themselves and to take the risks of trying and sometimes failing that are essential to learning. Policies that protect against discrimination are essential. The recent reversal of the district’s decision to remove gender identity from its anti-discrimination policy was a powerful step in the right direction. Another element of creating psychologically safe schools is focusing on strong, positive relationships. When students feel known and connected, conflict declines and belonging grows. I will champion investments in counseling, restorative practices, and staff support systems that build this sense of community. Safe schools are inclusive schools—and the board’s role is to ensure both.
Finally, a growing concern is related to the rapidly changing landscape around immigration policies and enforcement. When I launched my campaign for school board this summer, very few of the conversations I had with voters were related to ICE and immigration enforcement. Today, this is an urgent topic for many. Ensuring that our district and each building have clear policies and plans, and that all staff members are trained and prepared, is critical, as is communicating as much detail as practical—without compromising the potential effectiveness of plans—to our district community.
Ruthina Malone: As a country, we have seen more and more school shootings that devastate not only schools but communities. To try and eliminate some of the risk for that happening in ICCSD, I have been a staunch supporter and advocate of the Be SMART campaign. Educating our families and students about safe gun storage, giving them the tools to talk about it with others is one steps towards this goal. Additionally, a saying from my childhood from my Mama when any of us siblings would fight comes to mind: “Hurt people will hurt people”. As a district, we need to address the growing needs of mental health concerns for our students. I recognize that we have limited funding available that we have to use for a variety of needs but we will need to get creative by partnering with community resources/groups/agencies. We also need to address the mental health concerns that our staff have that plays out in a variety of ways like burn out, decline in performance or other ways that leave a lasting impact on our community.
David Noerper: We have an incredibly diverse student body. Some of our children have needs we are not meeting and these needs can be expressed by behavioral issues that can disrupt the learning environment for other students, teachers, and support staff and can, at times, create an unsafe environment. We must assist these students with their needs. While our administration must provide direction and oversight, these issues can only be resolved by caring teachers and support staff who have the real life experiences necessary to identify these students needs and provide a positive response. Punishment cannot heal the scars of trauma, but nurturing boundaries are essential for cultivating appropriate behaviors that support learning and growth.
Dan Stevenson: School safety is a multifaceted issue that requires a variety of approaches by our district and our board. I believe the our first priority must always be ensuring that our students and staff feel welcomed, supported, and respected in our schools. A top priority for me as a board member will be ensuring that our board hears the concerns of our students, their families, and our educators and works to address areas of concern. As a teacher, I have worked to ensure that school board members know the issues in our schools so that they can make policy decisions that create safe and supportive schools.
Q5. How would you work to ensure that hiring processes are equitable and inclusive, reducing biases and barriers that may hinder diverse candidates from joining the school district?
Jayne Finch: To ensure hiring practices are equitable and inclusive, I would advocate for bias-free job descriptions, diverse interview panels, and expanded postings to attract a wider range of candidates.
Jennifer Horn-Frasier: An inclusive district has an inclusive workforce. Our students benefit when they are taught and supported by adults who both reflect and respect the diversity of their communities. The board’s role is to ensure that hiring processes are equitable, transparent, and designed to remove bias.
This means expanding outreach to underrepresented groups, reviewing job descriptions for exclusionary language, and ensuring hiring committees are diverse and trained to recognize implicit bias. Partnerships with the University of Iowa, Kirkwood, and other regional institutions could help establish “grow our own” pipelines for a diverse pool of teachers, staff, and administrators. We should also build career pathways that help existing staff advance—particularly paraeducators and support staff who bring valuable lived experience but may face barriers to credentialing.
Finally, while we must do all we can to create a workplace where all employees feel welcome, respected, and able to thrive, it’s also true that district employees have full lives outside of their ICCSD roles. If they do not feel that there is a real home for them in North Liberty, Coralville, Hills, University Heights, or Iowa City, they will be more likely to leave our area. The ICCSD must foster opportunities for district staff members to build whole-life connections that make this place their home.
Ruthina Malone: One way is to ensure that we have hiring committees that are inclusive and diverse. We need people from a variety of backgrounds at the table during the process to ensure that we are allowing diverse perspectives to see the applicant pool. We also need to ensure that our system is one that doesn’t have barriers embedded within it that can limit potential candidates from applying for positions. During my time on the board, I’ve also continued to create the atmosphere for administration to improve the diversity of our workforce while also highlighting the importance of inclusivity as a guiding principle in the work that the district sets out to accomplish.
David Noerper: Another complex question. The best practice for hirings is to have a diverse group interview the candidates and make a concensus decision. After speaking to many members from and participants in our educational community, it is clear that our human resources department can be improved upon.
Dan Stevenson: While state law has changed how the district is able to set policies and enact programs to proactively recruit and retain diverse educators and administrators, it is critical that we find ways to continue this important work. The school board must do all that we can to ensure that district administrators know the value of hiring diverse educators that reflect our student population. Additionally, we must ensure that the concerns of our educators are both heard and addressed so that we can retain diverse educators in our district.
Q6. What challenges and concerns regarding schools or the school district have been expressed by North Liberty families and school personnel, and what are your initial thoughts for addressing them?
Jayne Finch: Class size has repeatedly surfaced as a top concern among North Liberty families, and it is one of the first issues the new board must address. Large class sizes strain teachers, limit differentiated instruction, and make it harder to support students who have greater academic or behavioral needs.
Before taking action, I would initiate a robust community engagement process—listening posts, surveys, and meetings with families, teachers, and support staff—to understand where pressure points exist and what the community’s priorities are. The voices of those most affected should guide the solutions.
One approach I support is refining our use of the Weighted Resource Allocation Model (WRAM) by applying it at the classroom level instead of uniformly across buildings. This would allow us to direct additional staff, funding, or supports to classrooms with the highest need rather than assuming all rooms in a building are equally resourced.
Addressing class size won’t be easy: it requires careful budgeting, possible staffing adjustments, and long‑term planning. But by combining data, community input, and flexible resource allocation, the new board can begin making real progress toward more manageable, equitable class sizes.
Jennifer Horn-Frasier: North Liberty is one of the most rapidly growing areas of our district, and families there often express concerns about equitable access to resources, communication, and representation in decision-making. Parents have shared concerns that their voices can get lost compared to those closer to the district’s center. There are also ongoing concerns about traffic safety around schools, class sizes, and the need for consistent mental health supports and extracurricular opportunities across all attendance areas.
As a board member, I would work to strengthen the connection between North Liberty schools and district leadership—through school visits, conversations with North Liberty residents, and consideration and communication about how district decisions affect North Liberty families.
I would also advocate for data-informed conversations about resource allocation to ensure staffing, technology, and facilities across the district are equitable and appropriately meet needs. I know North Liberty families are eager to partner in addressing the needs of the community and district, and the board can help create a win-win outcome by engaging with them in the work.
Ruthina Malone: Most of the concerns have been associated with class sizes and during my tenure, our administration has worked to provide additional resources in the form FTEs to buildings that this concern comes up.
David Noerper: I hear about the same issues throughout the District. On a school level, I hear complaints about behavioral issues and class sizes. People seem very happy with their teachers and support staff. I have heard a few complaints about some administrators in North Liberty, but this is an area I need to learn more about. The Board cannot micromanage schools, but they can create and support policies that improve the experience throughout the District. The Board must collect information from all concerned community members, advocate for students and families when appropriate, and address specific issues concerning staff behavior and proficiency with the Superintendent when appropriate. In regards to behavioral issues, we need the right staff and the right spaces and the right policies to create safety and promote growth. In regards to large class sizes, we need more money or alternative means for increasing our manpower.
Dan Stevenson: I have heard concerns related to class sizes as well as concerns about the number of school discipline issues that lead to police involvement.
As a teacher, I know the effect that class size has on a teacher's ability to reach and support their students. As a board member, I will work to allocate resources to reduce class sizes as much as possible given our continued underfunding from the state.
I have been encouraged by what I have learned about efforts being made at Liberty High to support students and find alternatives to police involvement in discipline issues. Working with community groups to support our students and create a sense of belonging is critical to preventing situations that may lead to police involvement.
Q7. What else do you want members of our group to know about you and/or your plans for helping to lead the school district?
Jayne Finch: I am a highly responsive board member who believes in being present, listening closely, and taking meaningful action. I don’t just rely on what is reported to me—I visit classrooms, talk to educators and families, and follow through. I approach the role with independent thought, critical thinking, and a deep commitment to acting on the needs of our community. I will continue to lead by listening, engaging directly with those affected, and working for solutions that make a real difference.
Jennifer Horn-Frasier: I am running because I believe in the power and promise of public education as a cornerstone of democracy and community well-being. Today, public education is being defunded and dismantled, and public confidence in our education system is being undermined. Our community and our district have worked very hard to build an outstanding, top-rated public school district, and I am simply not willing to sit by and watch external forces damage it. I want to be on the frontlines helping to protect and strengthen our district. I am committed to listening deeply, acting transparently, and collaborating across differences to strengthen our schools.
Equity and inclusion are not side issues—they are the lens through which every decision should be made. My profession is centered on helping groups and organizations strategically tackle complex challenges through collaboration and respect for diverse perspectives. I will bring these skills and values to this role.
In addition, I’ve worked across the education ecosystem: as a secondary language arts teacher in the ICCSD and elsewhere; as an editor of textbooks tied to state education standards; as a researcher and strategist focused on education in support of career development; and as a strategy consultant to school districts, community colleges, university teams and departments, programs focused on higher ed in prison, and more. This experience affords me a perspective that is unique and helpful in planning for the future of our district.
As a longtime Iowa Citian and parent of two ICCSD graduates, I’ve seen the best of what our schools can offer—and I’ve also seen where we still fall short in making that excellence accessible to all. I want every student and educator in our district, from North Liberty to Hills, to feel they belong and have the opportunity to thrive. That’s the measure of success I’ll work toward every day.
Ruthina Malone: Over the last 8 years, I’ve worked with the other directors to continue to build a good working relationship with our teachers and staff by being willing to go into our buildings and classrooms not just when a problem arises but to see firsthand how the policies we set, directly impact those with boots on the ground. I’ve worked to address some of the inequities that our marginalized students have experienced by addressing our discipline protocols and being a member of a taskforce that spent time revising it in order to provide our students a fairer system. I’ve provided structure and support so that the administration team and staff can address issues related to our special education program to ensure our students are receiving educational services that best fit their needs and keep them in the educational environment that will allow them to meet individual milestones. I’m proud to be the driving force that helped our district add cultural representation to our calendars by voting down previous calendars that didn’t include them and working with students to have their voices heard on why this was important to them.
I am running for a third 4-year term to provide steady leadership to our board and district as we must compete against private and charter schools for public dollars to educate our students. We will need leaders at the board table willing to push our administration to think more about what we can offer well for students that others can’t. I’m seeking your support to keep me at the table as we continue to face attacks on public education as well as our teaching staff from state and national elected leaders. I want to be the person that pushes back while keeping our staff safe. I also want to address the mental health concerns that continue to rise for our students and teachers that have lasting impacts within our buildings. I believe that I’m also needed at the table to continue to provide representation for those who may connect better because of my personal and professional experiences as the only member of our current board and candidates running in the BIPOC community.
David Noerper: I have years of experience working with children with diverse needs from diverse backgrounds and a family that includes eight adopted siblings of different races who have faced complex challenges. The ICCSD has reached a crisis point for addressing the needs for our children with extreme behavioral issues that disrupt learning for themselves and others. The ICCSD Board needs people with experience advocating for these children and working together to create solutions.
Dan Stevenson: As a teacher with over twenty years of experience, I know how critical community engagement is to our students' success. I teach in West Liberty, where I have focused on community connections to support and uplift our students and their families. This has included running our district backpack program and collaborating with our food pantry to ensure that our students' nutritional needs are met. I am a member of our local League of United Latin American Citizens chapter, and help run a citizenship program that has helped almost sixty community members become citizens. If elected in November, I am dedicated to bringing this collaborative community focused approach to my work on behalf of the students and educators of the Iowa City Community School District.
We thank the candidates for their time, effort, and responses!
Visit the Johnson County Auditor's website for complete November 4th City and School Election information, including early voting and polling places! https://johnsoncountyiowa.gov/november-4-2025-city-and-school-election
The North Liberty Anti-Racism and Social Justice Group envisions North Liberty to be a community where every person thrives, belongs, and is celebrated.
Through collaboration and connection we...
...celebrate diversity.
...advocate for our neighbors.
...amplify voices.
...open hearts to our common humanity.
...and cultivate a culture of kindness.
