Where do the candidates stand: Le Sueur-Henderson School Board

There are six candidates running for three positions on the Le Sueur-Henderson School Board.

Incumbent Kelsey Schwartz is joined by challengers Joseph Bushway, Marci Grisen, Sue Hynes, Christa Luna and Brooke Wentzlaff.

The Le Sueur County News asked the candidates where they stand on some important local topics and issues, and their responses are recorded here. Candidates also had the opportunity to send their own headshot.

How are you connected with and/or involved in the local community/communities you’d be covering, and/or what local government experience do you have?

Joe Bushway

Age: 38

Occupation: Senior Maintenance Tech at Bimeda Inc.

Education: Graduated high school in 2005

I am on the LS-H varsity football coaching staff. I am the head youth wrestling coach for LS-H. I am the eighth grade middle school baseball coach. And I coach summer baseball for the Le Sueur-Henderson area. I volunteer whenever I can for multiple organizations in our area as well. I have no government experience.

Marci Grisen

Age: 46

Occupation: Fourth-grade Teacher

Education:High School graduate of Nicollet Public Schools; Bachelor of Science in Elementary Education from University of Wisconsin-River Falls; Master’s in Teaching & Learning from St. Mary’s University of Minnesota

My family moved to Le Sueur in 2016, and I was actively involved in Park/Hilltop’s Parent Teacher Organization from 2017 until my youngest “graduated” from elementary school at Hilltop in 2023. I was a member of the district’s Facilities Improvement Task Force, volunteer youth basketball and t-ball coach, and served as a council member at First Lutheran in Le Sueur from 2018-2021. I am currently a member of the Christian Education team at First and love supporting Giant athletics and extracurricular activities.

Sue Hynes

Age: 58

Occupation: Educator/Advisor

Education: I received both my undergraduate and master’s degrees from Minnesota State University.

I have been an educator for 35 years, with 27 of those as a teacher and parent at Le Sueur-Henderson. My husband and I chose Le Sueur to raise our three children, even while I taught at another school. In addition to teaching, I have coached track, cross country, volleyball, and softball, and served as a National Honor Society advisor, student council advisor, and junior class advisor. My commitment to school and community is strong, which is why I actively participate in Dollars for Scholars and the Le Sueur Lions Club.

Christa Luna

Age: 46

Occupation: Child Services Supervisor

Education: Elementary Education 1-6 and K-12 ESL teaching license from Minnesota State University, Mankato; Master’s in Education from St. Mary’s University

In 21 years living in Le Sueur, I’ve been involved in numerous community organizations, including Le Sueur Baseball Association, Dollars for Scholars and Le Sueur Community Foundation. I worked at LS-H for 20 years and volunteered on committees that focused on children, families and the communities of Le Sueur and Henderson including organization of the Referendum Committee in 2022. Our family had been licensed in foster care until I accepted my current position as the Child Services Supervisor in Le Sueur County. My team supports mental and physical health and safety of children, plus in-home daycare licensing and foster care.

Kelsey Schwartz

Age: 32

Occupation: Recruiter with Ridgeview, Co- Business Owner of Schwartz Farms

Education: Bachelor’s in Agriculture Education Leadership and Communications from the University of Minnesota

When I first joined the School Board eight years ago, I was new to the community and didn’t have children. Today, I’m deeply connected, with children in the school district and experience as a local business owner. My husband and I run a hog and crop farm, which gives me a unique perspective on the financial health of our schools and the importance of local business support. Beyond the School Board, I’m actively involved in the Christmas in the Valley Committee, allowing me to engage with various aspects of our community’s growth and development.

Brooke Wentzlaff

Age: 40

Occupation: Senior sourcing manager, Target Corporation

Education: Bachelor’s degree in Management from College of St. Benedict and master’s degree in Business Administration from St. Cloud State University

Government experience do you have? My husband, Nathan, and I moved to Henderson with our two young children in 2017 to be closer to family. I am an active member of both communities in a variety of ways. I am currently the Chairperson for Henderson Sauerkraut Days celebration, Gambling Manager for the Lions Club, a member of St. Anne’s Catholic Church, and the President of Henderson Recreation, a nonprofit working to build a new splash pad and park near Hilltop. Additionally, I own and manage a rental property business with 20-plus properties located in Le Sueur and surrounding areas.

Why are you running, and what are the most significant issues and/or topics you want to address?

Bushway: I want to help bridge the gap between the school board and the students and parents of LS-H. I feel communication and making sure parents and students feel that they have a voice is one of the main issues.

Grisen: I’m running for LS-H School Board, because I am a firm believer in and product of small town, public education. I have been an elementary public school teacher for 20 years, my husband has been a middle/high school public school teacher for 20 years, and we have three children of our own at LSH Middle/High School; so running for school board seems like a natural step in supporting and serving the community. I believe the most significant topics are making sure the district is in a stable financial position for the long term, retaining/supporting high quality teachers in order to adequately address the needs of all students, and clear, strong leadership and communication from all levels.

Hynes: With my background as a former teacher and parent at LS-H, I have encountered both wonderful experiences and some concerns, prompting me to run for the school board. When 85% of the teachers vote no confidence in their superintendent and 67% in their high school principal, I feel this is something the school board should address. My goal is to create an environment with transparent feedback and open dialogue that ensures everyone feels their voice matters, which builds a positive and inclusive culture. These collaborations create a school where the community, students and staff work together to reinforce an atmosphere of trust. Other issues would include: retaining teachers with teaching degrees, adding electives, such as foreign languages and being competitive with our salaries and benefits.

Luna: My story with LS-H began in 2004, and since that time, I had envisioned myself retiring from here. I have often said that my blood runs blue and gold and could never picture myself working in any other school district. When my mental health hit rock-bottom in the spring of this year due to work-related stressors and lack of support, I decided to look elsewhere after 20 years in the district. As difficult as that was leaving staff and students I considered family, it was the right decision for me. The biggest concerns in the district I’d like to address are school finances, curriculum, enrollment, school safety, school leadership, as well as school culture and pride.

Schwartz: I’m running for re-election to ensure our district’s continued success. As a parent and business owner, I understand the need for sound financial decisions while prioritizing quality education. With our new building, long-term facility maintenance must be a focus to respect the community’s investment. My professional experience working with major businesses helps me understand how to run a district responsibly, balancing short- and long-term planning. I’m also focused on growing student enrollment and attracting top-tier educators who will be committed to our district’s success. By strengthening these areas, we can create an exceptional learning environment for our students.

Wentzlaff: I am pursuing this position with the foundational belief that students and communities cannot thrive without the support of strong schools. I would bring a unique and diverse skill set to the board with my professional experience and strong ties to the communities. My key priorities are school safety, enrollment growth, and fiscal responsibility. I am committed to being an active listener, soliciting diverse points of view, and providing transparency to deliver on the district’s vision to provide high-quality curriculum, instruction, and professional development that inspires a culture of excellence, integrity, and collaboration.

With Le Sueur-Henderson Elementary preparing to open its doors this fall, what steps should the district take to ensure the new facility serves as a draw for new families?

Bushway: We need to make sure that we are showcasing what we have done to make LS-H a place where students want to come to. We also need to make sure we are providing great challenges for our students so that they can fully develop to their full potential.

Grisen: The more events we can host, the better; whether that be weekend sports tournaments, musical performances, community ed programming, etc. the more people coming in the doors and seeing the campus, the easier it will be to sustain positivity and excitement. Offering multiple open houses, and using social media and news outlets to get the word out not only on the new elementary school, but also all the positive things happening in the district for all ages and all activities — academic, fine arts, athletic, community service projects, etc. will be key in promoting what LS-H offers new families or families in our communities who currently attend school elsewhere.

Hynes: One of my first steps would be to go beyond one open house. The communities of Le Sueur and Henderson have graciously supported this building project, so we need to continue to reinforce the mindset that we are all in this together. My goal is to create an atmosphere so welcoming that parents are thrilled their children will have the opportunity to be educated at our school and staff excitedly tell others they work for our district. Le Sueur-Henderson has an amazing, caring and supportive staff, not only of their students and each other, but of their communities. I think we need to highly promote that awesomeness to keep current families and open the door for new families.

Luna: The summer of 2022 I worked alongside a great group of parents and staff members to get the building referendum passed. A new building was desperately needed. While some families may initially be drawn to the shiny and new school, the big gym, or the piano stairs; we should not lose sight of the long-term plan for the building and the importance of what happens inside the new walls that truly matters. We should be advertising the new school (which I haven’t seen much of lately), but also the great learning and experiences taking place inside. We have phenomenal staff across the board who are there to do what’s best for children that should be showcased more than the new building.

Schwartz: While the new facility is state-of-the-art, it’s important to remember that our teachers have always provided excellent education, regardless of the building. The new school enhances that by offering resources like one-on-one support spaces, which improve learning environments. It’s about ensuring the building helps our students succeed, not just looking impressive. With my experience working with businesses, I know that communicating this value to prospective families is key. We need to highlight both the innovative design and the quality education happening inside to draw families who want the best for their children.

Wentzlaff: The new elementary school opening will be a very exciting day for students, staff, and the communities. I believe a multi-faceted marketing strategy will attract new families to consider our district. It will be critical to communicate that we have so much more to offer than just a new building. I would work with students, staff, and administration to educate families on all the great things the district has to offer, most importantly a high quality education for all.What is your approach to recruiting and retaining high quality staff members for all positions in the district with the school’s long-term financial outlook?

Bushway: I would want to talk with the teachers and find out the reasons they feel that they want to leave. We first need to understand what the problem is before we can find a solution. We need to focus on LS-H being a place that teachers want to work and students want to be at.

Grisen: In order to keep high-quality and experienced teachers/staff committed to LS-H and stay for the long-term, they need to be supported and appreciated by administration, the board, and community and fairly compensated. With a limited budget, how do we increase teacher/staff wages? We need to ensure we are using all resources wisely/responsibly and find creative ways to save money, generate revenue, and get the most “bang for our buck,” in order to have the funds to maintain qualified and dedicated staff. If there are ways we can reduce, combine, or revamp non-teaching positions, while maintaining strong and positive leadership, I would say nothing is off the table when it comes to finding ways to retain a first-rate staff.

Hynes: My first step should be to gather data and feedback from staff, students, and community members to assess what is working and what isn’t. Using this input, we can develop and prioritize a clear, strategic plan. While administrative salaries are competitive with neighboring districts, teacher, staff, and substitute pay is not. Addressing this requires open, detailed financial discussions with staff and the community. This will not only improve retention but also allow us to reintroduce classes, like foreign languages, that haven’t been offered in years. Also, increasing our elective offerings would reduce the money LS-H spends on online courses and provide students with more in-person, resulting in a better educational experience. By collaborating, communicating and transparency, we can make positive changes.

Luna: Some may move on due to family or financial reasons. Zero should move because of the environment. 1) Improve financial management and long-term facility maintenance planning so pay can be competitive with area schools for all employees: Minimize unexpected maintenance costs to free up dollars for curriculum and staff; take active efforts to increase enrollment; retain a business manager. 2) Create a supportive and positive work environment which includes: Communication; Transparency; Behavior support; Trusting relationships between leaders and staff; Celebrations of staff; Listening to and allowing staff a voice. 3) Have district and individual school goals every year: Identify and share; Focus all efforts, Be reflective and vulnerable; Reach the goal (or try), Celebrate (even the small successes). 4. Show appreciation to all staff.

Schwartz: My recruiting background helps me understand how to make educators feel valued, from competitive pay to professional development. But I also recognize that we’re running a business, and financial planning is essential. Working with the administration on both short- and long-term planning allows us to invest wisely in our staff while keeping our financial future secure. My experience with major businesses gives me a strong understanding of how to balance the needs of our teachers and the district’s financial responsibilities. By fostering a positive culture and maintaining fiscal responsibility, we can continue to attract and retain high-quality staff.

Wentzlaff: My approach to recruiting and retaining high quality staff is to start by soliciting input and listening to ideas from current staff. I would benchmark other districts to learn and build plans to create flexibility for growth. Individuals are motivated differently so I believe it is important to have a comprehensive offering that goes beyond financial compensation including physical environment and professional development opportunities to retain and recruit. Turnover in all organizations including schools is expensive, so creating opportunities for staff to meet and exceed their goals within the district will be vital to the district’s long-term financial health and success.