Kristy Meyer – School Board Candidate

What made you decide this was the right time to run for the school board?
As a lifelong Westerville resident, graduate of Westerville North, and mother of two current Westerville students (Westerville South and Westerville Central), I care deeply about the success of our schools and the well-being of every child who passes through their doors. I also have deep generational roots in this district. My parents built their first home here before I was one, and my siblings, nieces, and nephews have all graduated from or are attending Westerville schools. This community is home in every sense of the word for me.

Over the past few years, I’ve been honored to serve on the Board of Education—two years as Board President and one as Vice President—where I’ve worked to ensure every school has a guidance counselor, expand student-centered and social-emotional programs, open a new middle school to relieve overcrowding (strategically located in the southern part of the district to ensure shorter ride times for students), invest in our special education and English learner programs, create career pathways that connect students to opportunities right here in our city, and so much more. But my work is far from done.

Public education is under growing pressure, from funding challenges to political interference, and now more than ever, we need strong, experienced, student-focused leadership. I decided to run for re-election because I believe, as I’ve always said, “Every child deserves a safe, welcoming school, inspiring teachers, and the resources to thrive—because when we invest in our students, we invest in the future of our entire community.”

I’m committed to:
● Supporting research-backed student-centered programs that create academic success, real-world skills, and meet each student’s unique learning needs.
● Investing in our educators and staff with the resources and training they need to meet the complex needs of our students.
● Creating safe, welcoming environments where every student and staff member feels valued and ready to learn and teach.
● Ensuring every dollar is spent wisely and equitably, so our investments reflect what’s best for our kids—in classrooms, theaters, band rooms, and on the field.

I am so honored to give back to the community that has given so much to me and my family, and I’m asking for the opportunity to continue that important work for another four years by voting for me, Kristy Meyer, on or before November 4.

How do you want residents to feel about your approach to leadership?
I want residents to feel that my approach to leadership is grounded in centering the student’s lived experience, and I will do this by listening and collaborating with integrity. I lead by putting students at the center of every decision because when we invest in our students, we invest in the future of our entire community.

Whether it’s advocating at the Statehouse for fair public education funding, working with fellow board members to meet the needs of our students with limited resources, or engaging directly with families to understand their needs, my goal is to be accessible, responsive, and solutions-focused. I believe in bringing people together, even when we disagree, to find common ground and do what’s best for kids.

Residents should feel that I am a steady, compassionate, and thoughtful leader who listens first, seeks input widely, and follows through on commitments. My approach balances vision and practicality, always guided by data, lived experiences, equity, and the belief that every child deserves a high-quality education in a safe, welcoming environment.

Above all, I hope residents feel trust and confidence in my leadership knowing that I will continue to serve with transparency, empathy, and an unwavering dedication to our students, staff, and community.

Can you walk me through the moment you realized the funding issue was deeper than just numbers?
Our district, like many across Ohio, is facing the consequences of chronic underfunding from the state, which has forced local districts to make difficult choices year after year. State funding formulas have not kept pace with rising costs, leaving schools to stretch limited resources to cover essential programs, competitive salaries, and critical services. Inflation and increasing costs for everything from transportation to utilities have added further pressure on our budget.

As a result, the district has had to operate with deficit spending, carefully balancing the need to maintain programs while minimizing impacts on students and staff. This situation is not unique to Westerville, but it underscores a critical truth: without adequate funding, programs that directly support students’ academic and career success are at risk, as are staffing levels that ensure every child receives the attention and support they need.

What this means for our students and community is clear: without action, class sizes grow, pay-to-play fees are increased, support services like guidance counselors and special education resources are stretched, and long-term investments in facilities and technology are delayed. Every one of these impacts directly affects student learning, staff effectiveness, and the overall vibrancy of our schools.

That’s why we must continue to hold our state legislators accountable and advocate for them to provide their fair share of state dollars—our taxpayer dollars—as constitutionally mandated. Local efforts alone cannot fill this gap; sustainable funding requires a partnership between the state and our communities to ensure every student has the resources and opportunities they deserve.

At the same time, we must continue to be transparent, strategic, and intentional with local resources, ensuring every dollar is spent wisely and equitably. By engaging our community, listening to residents, and investing in programs that prepare students for life, not just tests, we can continue to provide safe, welcoming schools, high-quality instruction, and meaningful opportunities for every child. The choices we make now will define the strength of our schools and our community for decades to come.

What part of the levy rejection stood out to you most—and what do you think it reflects about community sentiment?
Earning trust starts with listening and transparency. What stood out to me most from the recent levy rejection was that our community is deeply engaged and cares about the future of our schools. The results showed that while residents value strong schools, they also want to better understand how resources are being used and what specific impacts new investments will have.

Our community, like many across the state, is also feeling the strain of a system that continually underfunds public education. For too long, the state legislature has shifted the burden of funding onto local taxpayers, forcing districts to return to voters again and again just to maintain essential programs and services. Families are stretched thin by rising costs, just as our schools are, and they want to see the tax dollars they already pay to the state actually support public education.

I believe this outcome reflects both those economic realities and a desire for continued transparency and communication from the district. It’s a reminder that listening and partnership are key and that we must continue strengthening two-way dialogue so the community feels informed, heard, and confident in how their support translates into direct benefits for students.

I believe we have listened to the community, and that is reflected in how we shaped this new levy request. We heard from seniors concerned that increasing property taxes could price them out of their homes, from residents whose incomes aren’t keeping pace with inflation, and from families struggling after job losses. That’s why we chose an earned income tax, which does not apply to retirement income, Social Security, unemployment benefits, interest, capital gains, or dividends. This approach directly responds to what we heard from residents; it’s a fairer and more sustainable way to support our schools.

We also recognized the need to be clearer about what the levy would fund and what would be at risk if it didn’t pass. This time, we held a public working session to walk through those details with our community and explain what the earned income tax would pay for, what programs or positions could be cut, and where fees might increase if the levy does not pass. I’ve personally spent time meeting with residents, explaining how we reached deficit spending, why this levy is needed, and what’s at stake if it fails.

As a Board member, I remain committed to being accessible, transparent, and fiscally responsible, ensuring every dollar is spent wisely and equitably. Our community and our schools are stronger when we work together, and I’m confident that through continued engagement and collaboration, we can move forward in a way that reflects our shared values and our unwavering commitment to every student’s success, which is, ultimately, the success of our entire community.

How has that public response shaped your thinking about the district’s financial future?
I am worried about the future of public education and our school district. I believe our community cares deeply about our schools and students, but like the district itself, families cannot keep up with the exorbitant rising costs. Wages have not kept pace with inflation, and it is concerning that legislators continue to put the burden on local taxpayers to fund more than our fair share of public education. Experts, along with legislators from both sides of the aisle, came together to create a fair school funding plan, and this legislature not only rejected it, but also attempted—and continues to attempt—to abolish property taxes.

What stood out to me most from the public response to the recent levy is how deeply engaged and thoughtful our community is. Residents want to see transparency, accountability, and a clear connection between their support and tangible benefits for students. As a Board member, I believe the district has been transparent about our finances, but what I hear is that we are not always meeting people where they are to ensure understanding. I am committed to continue to work with our staff to improve communications—not necessarily by providing more information, but by finding the best ways to reach our community in an era of information overload.

Listening to families—seniors worried about rising property taxes, households struggling with inflation, and parents invested in programs that support student success—has reinforced my commitment to be accessible, responsive, and clear about the district’s financial needs and priorities.

The response reinforces that financial decisions are not just numbers; they directly impact students’ experiences, staff support, and the long-term strength of our community. It underscores the importance of holding our state legislators accountable and continuing to advocate for their fair share of funding, while also ensuring that every local dollar is spent wisely and equitably.

As a small business owner and a parent, I understand the burden of taxes, but I also know the benefit of having a well-funded, high-quality public school system. Our community is only as strong as our schools, and the public’s response has strengthened my resolve to make thoughtful, equitable, and student-centered financial decisions that protect programs, support staff, and ensure every child has the opportunity to thrive.

What’s something from your life or career that prepared you to face a challenge like this?
Throughout my nearly 25-year career in the nonprofit world, I’ve helped organizations navigate tough challenges with limited resources, making difficult choices while staying true to their mission and values. As the founder of Upriver Consulting, I specialize in helping entities set priorities, build coalitions, and use data-driven strategies to achieve the greatest impact possible with the resources they have. That experience—leading through complexity, balancing competing needs, and making transparent, people-centered decisions—has taught me how to balance vision with pragmatism and has been invaluable in my work on the Westerville Board of Education.

When our levy failed last fall, we were faced with the heartbreaking reality of reducing our district’s budget by approximately $9 million. As a Board, we had to make hard decisions—balancing fiscal responsibility with the imperative to protect the student experience as much as possible. Every cut was made with deep consideration for how it would impact students, families, and staff.

This experience reaffirmed what I’ve long believed: leadership requires honesty, courage, and empathy. It’s about listening, understanding, and finding the best path forward for our community, even when every option is difficult.

It also reinforced my conviction that we must hold our state legislators accountable for providing their fair share of taxpayer dollars to fund public education, as mandated by our state constitution. Local communities should not be forced to continually shoulder the burden of a system that underfunds schools.

I’ve spent my career listening, collaborating, and centering the lived experience of people to form solutions. This is a through line for me that I have carried into my Board work, and I will continue to center our students and their needs in every decision while reflecting our community’s values. 

When you imagine earning the trust of voters who are skeptical of taxes, what does that look like to you?
Earning the trust of voters who are skeptical of taxes starts with respect—respect for their concerns, their financial realities, and their desire to see their hard-earned dollars used wisely. As a parent, homeowner, and small business owner, I understand firsthand how rising costs stretch family budgets. No one wants to pay more in taxes, and our community deserves to know exactly how their investment supports students and strengthens our schools.

For me, trust is built through transparency, accountability, and open communication. That means clearly showing where every dollar goes, what outcomes it achieves, and what’s at risk if funding falls short. It’s not about asking for a blank check—it’s about demonstrating value, impact, and responsibility.

As a Board member, I’ve worked hard to make our budgeting process more transparent and understandable, to meet people where they are, and to ensure that every decision is made with students at the center and equity in mind. I believe we earn trust by listening, being honest about challenges, and ensuring residents see that their support directly benefits our kids, our neighborhoods, and our community’s long-term vitality.

Ultimately, strong schools benefit everyone. They protect property values, attract families and businesses, and prepare the next generation of leaders. Earning trust means proving that every investment in education is an investment in our community’s success.

What are some ways the board could improve to demonstrate transparency and foster community confidence?
After the last levy failure, we heard clearly from our community that people wanted more information and transparency. In response, the Board held a public work session to walk through potential budget cuts and discuss openly what those reductions would mean for students, staff, and families. These discussions were difficult but necessary, and they demonstrated our commitment to open, honest decision-making.

However, I don’t believe the challenge is a lack of transparency. By law, our financial discussions and decisions are already held publicly. The real challenge lies in communication, specifically how we share complex information in a way that cuts through the noise of today’s information overload and meets people where they are. The information is available, but if it’s not accessible or easily understood, then we’re not truly connecting with our community.

As a Board member, and the current Board President, I’ve worked closely with our Superintendent to strengthen both internal and external communication, including holding a board and district leadership retreat to improve board member to board member and board to district leadership communication through alignment and clarity. But there’s still more to do.

Moving forward, I am committed to continuing that work by working with my colleagues and the district to deliver information that’s clear, digestible, and tailored to the ways people prefer to receive it.

True transparency isn’t just about sharing data; it’s about ensuring our community feels informed, heard, and confident in how their schools are being led. Building that confidence takes consistent, authentic communication and a willingness to listen, learn, and adapt, and that’s the approach I’ll continue to bring to this work.

What do you think people misunderstand most about how school funding works?
As someone who has overseen nonprofit and business budgets, I can tell you that public school district budgets are entirely different. Unlike a nonprofit or business, a school district is a political subdivision of the state, a local government entity, with many legal and moral obligations we must meet. We can’t simply “cut this” or “eliminate that.” We also have a lot of mandates from the state that we must follow, regardless if it is an unfunded mandate or not. In addition, as a local public government, we have to provide a long list of services, from teachers, intervention specialists, mental health professionals, and nurses to transportation, food service, enrollment support, and more. Many businesses and nonprofits do not have as many services they provide on a daily basis.

Since I have been out and talking to voters, I have had a lot of questions about how we got to this fiscal situation, and when we are finished talking, they are shocked to learn that our state legislators have put us in this situation.

Our situation is a result of chronic underfunding at the state level. The school district has been underfunded by approximately $45 million since 2019. The state legislature had an opportunity to fully fund public school districts this year over the biennium, but they chose to underfund us by $2.3 million this year alone. This is because the state legislature has chosen not to fully implement the bipartisan Fair School Funding Formula, a system designed to ensure each district receives what it actually costs to educate a child. Instead, the state legislature froze cost inputs at 2022 levels, while not increasing our revenue.

The Ohio Constitution requires the state to provide a “thorough and efficient system of common schools.” In 1997, the Ohio Supreme Court ruled that the state was failing that requirement. At that time, the state covered roughly 42% of the cost of public education. Since then, the state’s share for Westerville has dropped dramatically to just 27% in FY 2024, 18% this year, and is projected to fall to 11% next year. This funding gap shifts the burden to local taxpayers.

Compounding that issue, the legislature shifted more of the tax burden from commercial properties to homeowners and farmers. In FY 2024, Westerville’s revenue from the state was 27%, 9% from other sources, and 64% from local property taxes, mostly from homeowners.

School districts only have four main ways of obtaining revenue, and they are federal and state funding, property taxes, and income taxes, both traditional and earned. Even though property taxes have gone up by 30%, the school district did not gain additional revenue due to the passage of HB 920 in 1976, which uses tax reduction factors to adjust property tax rates in response to increases in property values, ensuring the revenue collected remains at what the taxpayers voted to provide when they voted for the levy. So, if voters approved a $20 million levy for the school district, the district would not get more than $20 million without going back to the voters for another levy.

While legislators often talk about “reducing the property tax burden,” they are the ones who created this burden. They’ve even advised us to “diversify our revenue portfolio” knowing they were trying to abolish property taxes. They are also the ones who have expanded private school voucher programs that divert more than $1 billion in public tax dollars away from public schools.

Our district now receives roughly $2,973 per public school student, while a student attending a private school may receive a state-funded voucher of $6,166 (K-8) or $8,408 (9-12). We’re also mandated to provide transportation and some intervention services for private and charter students, further straining our limited resources.

That’s why, after listening to our community, we chose to pursue an earned income tax rather than another property tax levy. We heard clearly from retirees struggling to stay in their homes and from families already feeling the squeeze of inflation. The earned income tax does not affect pensions, Social Security, retirement income, or unemployment, and it scales with income. It’s a fairer, more sustainable way to support our schools without overburdening those on fixed incomes.

Another question I get a lot is: where does all the lottery money go that was supposed to save the schools? While the Ohio Lottery contributes funds to education, those dollars are not “extra” money for schools. Instead, the state uses lottery revenue in place of other state funding, not on top of it. That means lottery funds do not increase the total amount of money schools receive; they simply offset what the state would have paid from other sources.

In short, our school funding system is deeply complex and heavily influenced by the state legislature’s decisions. Local districts like Westerville are left to fill the gap between what our students need and what the state provides. My commitment as a board member is to continue educating our community about these realities, advocating for fair state funding, and ensuring that every dollar we do receive is used responsibly to provide a high-quality education for all 14,600 of our students.

What’s one thing you think the board must protect at all costs—even in tight budgets?
At all costs, we must protect the quality of education and the people and programs that make learning possible. That means keeping strong, caring teachers in our classrooms and maintaining the programs that support the whole student. From guidance counselors and intervention specialists to extracurricular opportunities like music, art, physical education, and extracurriculars, these experiences help students grow into confident, capable young adults.

Even as we face tough fiscal realities, we cannot balance budgets on the backs of our students. Every child deserves a high-quality education that prepares them to thrive, and every staff member deserves the tools and resources to do their best work. I believe that when we invest in our students, we’re investing in the future strength and success of our entire community.

How do you balance listening to financial concerns with fighting for what students need?
Balancing financial responsibility with student needs starts with really listening to our student’s lived experience and the community. I understand that families and residents are feeling the pinch of rising costs, and it’s our duty as a Board to be transparent and thoughtful stewards of taxpayer dollars. At the same time, I will never lose sight of why we’re here, which is to provide every student with the education and opportunities they need to thrive.

That balance means making data-driven decisions, asking tough questions, and looking for creative solutions before cutting programs that directly impact students. It also means advocating at the state level for fair school funding so local taxpayers aren’t forced to shoulder an ever-growing burden. When we align fiscal responsibility with our shared values by investing wisely in what matters most—our students—we build both trust and a stronger future for our whole community.

If you could change one part of the board’s process to reflect what you’ve learned from the community, what would it be?
If I could change one part of the board’s process, it would be how we communicate and engage with our community. As a board member and board president I’ve heard clearly that people want to understand the “why” behind our decisions, not just the outcomes. We’ve made progress by holding open work sessions, walking through potential budget cuts in public, and posting digestible financial updates, but I know we can do more.

That’s why I’ve worked closely with our superintendent to host a board and district leadership retreat focused on improving communication and engagement. Still, I believe we need to go further by truly meeting people where they are, which means cutting through the noise of an information overload world. It’s not necessarily about saying more; it’s about saying it better, in ways that reach people in formats they use and trust and we are working toward this.

In addition, it is important to continue to build better opportunities for more two-way communication to deepen trust, increase understanding, and strengthen the partnership between the School District/school buildings and the community that supports them.