Paul Mohror

I bring 30 years of leadership experience from the United States Air Force and civilian manufacturing. Throughout my career, I often learned complex issues quickly and communicated them clearly to the people I led, while making decisions that shaped organizations and teams. I’m married to a teacher, which gives me firsthand insight into the challenges educators face. I also continue to teach a weekly 4‑H class, helping young people develop skills and values that prepare them to become tomorrow’s leaders.

My first priority is helping parents and taxpayers better understand how decisions are made by the school board. While information is technically public, the reasoning behind decisions is often difficult to follow. I want to serve as a clear conduit so families can ask informed questions and receive straightforward, understandable answers about district operations.

My second priority is helping teachers get back to teaching. Educators are increasingly asked to fill roles outside their original job descriptions. Some of these responsibilities could be shared with parents, volunteers, or addressed through creative problem‑solving, allowing teachers to focus on instruction.

My third priority is improving true student proficiency. By refocusing on core skills like reading, writing, and math, we can ensure students graduate with real options—not just being ‘choice ready,’ but genuinely prepared to choose their own paths.

Over the next five years, the biggest opportunities and challenges facing the district will center on budget and financial understanding. Most questions I hear from parents and taxpayers today are about money—how do we afford new schools; why property taxes and assessments keep rising, when levy caps were supposed to deliver relief; and how bonds affect mill rates. Many families are feeling a real financial pinch.

A key challenge will be building public trust and support, especially with the upcoming vote to renew the 127‑mill levy. If that were to fail, the district would need to carefully evaluate every position and expense, starting with staff, and clearly justify how each supports student education.

The opportunity lies in being proactive: clearly explaining how funding decisions are made, prioritizing teachers and basic proficiency in reading, writing, and math, ensuring school facilities are maintained, and transparently evaluating administrative roles. Helping the public understand how bonds and mill levies interact will be essential to maintaining confidence in the district’s long‑term direction.

Balancing investment in academic programs and facilities with long‑term financial sustainability starts with clear priorities and honest communication.

The district must first ensure that core needs are being met—quality teachers providing effective instruction and promoting student proficiency in reading, writing, and math. Investments should be evaluated based on how directly they support student learning outcomes.

Facilities matter, but sustainability requires pacing projects responsibly and clearly explaining how bonds and levies affect taxpayers. Commitments that create long‑term financial pressure without clear educational benefit should be avoided. When resources are limited, the board must be willing to ask hard questions, weigh alternatives, and justify spending decisions in terms the public can understand. Maintaining trust with parents and taxpayers is essential.