Rob Shelton | American Fork Citizen

The general campaign season for the 2025 Aspen Peaks School District elections is in full swing. The American Fork Citizen reached out to candidates whose emails were provided on the county’s elections page to request candidate profiles for our readers. The profiles below are provided in the order in which they were received.

Seat 6:

Jeanne-Marie Burrows

Why did you decide to run for the new Aspen Peaks School District Board, and what are your top priorities for ensuring students have the best possible academic outcomes?

I have volunteered in the schools in my area for over ten years. During that time, I have been on four School Community Councils (SCC) and PTA boards at every level of schools, and I just finished a two-year position as Lehi Council PTA President. Volunteering in schools has become not only my passion, but also my lifestyle. Running for the school board is the next step in showing the teachers, parents, and students in the area that I am committed to helping them.

My top priorities are to communicate, collaborate, and reduce class sizes. Being amongst our communities and honestly explaining public education, how it works, and the needs will help gain their support. Ensuring our teachers feel supported through collaboration and smaller class sizes will help not only them but also our students.

What is your experience with education administration and hiring executive-level positions like district superintendents? How would you approach selecting leadership during the district split?

Through my PTA and SCC experiences, I have met monthly with the superintendent, principals, and other district administrators. I have observed the difference between a good and a great leader. I have been asked to write recommendations for multiple administrators seeking promotions in the Alpine District. Although I have never helped with hiring a superintendent, I know what qualities and qualifications I would look for in a superintendent and other leadership roles. I will approach leadership selection by looking for those qualities, finding leaders whom all employees can trust, and then supporting them long-term to build a great district.

What will you do to attract and retain high-quality teachers?

We have amazing, dedicated teachers in our schools already! My primary concern is keeping the teachers we have, and their happiness and success will attract other high-quality teachers. As I speak with our current teachers, their main concerns with the district split are stability, compensation, and support. As the new Board prioritizes these things and continues to seek teacher input, worries will leave, and teachers will feel supported and heard.

How will you ensure the district budget is transparent and fiscally responsible?

My hope is that community members will have a desire to be more involved in all aspects, including the budget. With a smaller district, I believe community and employee information nights about budgets would help all feel more invested. Regular reports and audits will be available at these community nights, allowing for transparency. With the help of community/teacher involvement and student performance data, we can prioritize spending and determine both long and short-term needs that are fiscally responsible.

Tyler Bahr

Why did you decide to run for the new Aspen Peaks School District Board, and what are your top priorities for ensuring students have the best possible academic outcomes?

I am running for a seat on the new Aspen Peaks School District Board because I believe education is critical to the future of our children and our community. We have large families and love our children. They are worth the investment.

My top priorities are:

1. Reduce class sizes and focus resources in the classroom. Classrooms with more than 30 students are simply not conducive to optimal academic and emotional development, even with the compassion and dedication the miracle workers we call teachers demonstrate every day.

2. Protect teachers’ and staff compensation, retirement, and opportunities for training and collaboration. Our teachers deserve our support, not just in the form of kind words, but also in the financial means to succeed as well.

3. Enhance financial sustainability and collaboration with partners, including cities and other school districts. We serve the same or closely associated communities, and we need to work together.

What is your experience with education administration and hiring executive-level positions like district superintendents? How would you approach selecting leadership during the district split?

I have led and served on various teams responsible for hiring and evaluating the performance of executive leadership roles with the City of San Antonio (including the Pre-K 4 SA initiative), Highland City, and the Salt Lake City Public Library. The Board must first set a clear vision and priorities that honor our communities’ desire for educational progress before commencing a leadership search. Conduct open recruitment to identify candidates who align with and possess the necessary experience to execute the Board’s vision.

Special consideration should be given to existing Alpine School District staff who are already familiar with our community.

What will you do to attract and retain high-quality teachers?

My top two priorities are to (1) reduce class sizes and focus resources in the classroom; and (2) protect teachers’ and staff compensation, retirement, and opportunities for training and collaboration. My compensation philosophy emphasizes paying employees slightly higher than competitors to promote trust. With smaller classes and a focus on resources in the classroom, our teachers have already demonstrated an ability to return value. Let’s make sure they can earn a respectable living.

How will you ensure the district budget is transparent and fiscally responsible?

School district financial reporting supports transparency, but the volume and complexity can be overwhelming. True fiscal responsibility means clearly showing how tax dollars are spent and the value they provide. As CFO of the Salt Lake City Public Library, with 25 years of experience in finance and 12 in local government, I know how to simplify complex financial data, ask the right questions to ensure accountability, and identify opportunities to secure additional funding.

Seat 7

Stephanie Jones

Why did you decide to run for the new Aspen Peaks School District Board, and what are your top priorities for ensuring students have the best possible academic outcomes?

I’m running for the Aspen Peaks School Board because I believe deeply in public education and have the experience, time, and dedication to help our new district succeed. With over 30 years in education—as a teacher, librarian, and district leader—I understand what strong schools need to thrive.

My priorities include hiring a visionary superintendent, attracting and retaining excellent teachers, and preserving programs that engage and motivate students. I’m committed to working closely with parents to understand their concerns and priorities, and to ensuring transparency and accountability in every decision.

As we navigate financial uncertainties, including potential federal funding cuts, I will advocate for smart, sustainable budgeting that protects the classroom. This is a rare opportunity to build something exceptional, and I’m dedicated to making the transition smooth for all students, teachers, and families.

What is your experience with education administration and hiring executive-level positions like district superintendents? How would you approach selecting leadership during the district split?

I understand how important strong leadership is in building Aspen Peaks. We must find a superintendent with vision, integrity, collaboration skills, and a commitment to helping every employee and student reach their potential. During this transition, I support a transparent, inclusive process: broadly announcing the vacancy, screening candidates with clear criteria, and conducting thoughtful interviews with a diverse panel. Our first superintendent must be both visionary and grounded, someone who supports teachers, unites stakeholders, and builds a strong, student-focused foundation from day one. The right leader will shape the future of our schools and community.

What will you do to attract and retain high-quality teachers?

To attract and retain high-quality teachers, we must maintain competitive salaries and benefits comparable to Alpine School District. Just as necessary, we need supportive administration, meaningful professional development, and positive school environments. Teachers should feel valued, heard, and included in decision-making. They excel when given opportunities to collaborate to produce strong student outcomes. A collaborative culture, excellent training, and sufficient resources build trust and stability, ensuring we keep dedicated educators.

How will you ensure the district budget is transparent and fiscally responsible?

To ensure a transparent and fiscally responsible budget, I will encourage stakeholders to stay engaged in the process. We need to hire a qualified business administrator and follow all laws carefully. Budget information should be easy to find and presented with clear explanations and visuals. As we divide assets, it’s vital that patrons see how funds directly support student learning. Transparency builds trust, and I’m committed to open communication and community involvement at every step.

Jason Theler

Mr. Theler did not provide a response as of the date of publication.

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