Correction and apology, Oct. 30, 2026: The Hastings Journal previously reported that ISD 200 School Board candidate Melissa Kinneman had not responded to our candidate questionnaire. That information was incorrect.
Kinneman submitted her responses before the deadline and subsequently provided a timestamped screenshot confirming her timely submission. Unfortunately, due to an email issue, her responses did not reach the Journal before publication.
The Journal sincerely apologizes to Kinneman for incorrectly identifying her as a nonrespondent, and to our readers for the error. She fulfilled the questionnaire requirements on time, and the failure to include her responses was on our end.
We have corrected the online voter guide to include her complete biography and answers to all six questions, published as submitted. We regret the oversight and appreciate Kinneman bringing the matter to our attention along with her understanding.
Editor's note: The Hastings Journal invited all candidates in the Hastings mayoral, City Council and ISD 200 School Board races to answer questions about issues affecting Hastings and the surrounding communities. Candidates in each race received identical questions and were asked to provide a biography of no more than 100 words and answers of no more than 150 words per question.
To provide every candidate with an opportunity to participate, the Journal accepted additional submissions before preparing the voter guide for publication. Candidates who did not submit responses are identified in their respective races.
This online voter guide includes all six questions asked of candidates in each race and all responses received. The print edition features selected questions because of space limitations. All candidate responses are published as submitted, without editing for content, spelling or grammar.
The publication of these questions and any paid political ads do not represent any endorsement of any candidates by the Hastings Journal.
Candidates: Mary Fasbender and Geoffrey Norquist
Both candidates responded to the Hastings Journal's questionnaire.
Mary Fasbender
I Mary Fasbender have proudly served as Mayor of Hastings, for the past eight years.
I have been committed to the showing up, and working hard to make Hastings a great place to live, work, and raise a family. Throughout my service, I have focused on responsible city government, clean and safe drinking water, supporting local businesses, and addressing community concerns. I believe strong leadership means bringing people together, finding solutions, and keeping residents’ voices at the center of decisions. I am grateful for the opportunity to serve and look forward to continuing my commitment to Hastings.
Geoffrey Norquist
I’m a 38 year old father of a 13-year-old daughter, which means my current hobbies are driving to dance and soccer. I have lived in Hastings most of my life. I am a Project Manager working with food processing systems all over the world.
How would you manage the cost of Hastings' three PFAS water treatment plants while limiting future water rate increases?
Mary Fasbender:
The three water treatment plants are an important investment in protecting Hastings residents and ensuring safe drinking water, but I understand that rising water rates are a real concern for families, seniors and local businesses. I know many residents are already making difficult choices to manage household and operating costs, and I take those concerns seriously.
My priority would be to continue pursuing every available source of state and federal funding, 3M settlement funds and low-interest loans to reduce the amount residents must pay through their water bills.
I would also work with city staff and the council to closely monitor construction costs, identify responsible cost-saving opportunities and regularly review the project’s budget and financing.
We need safe drinking water, but we also have a responsibility to manage these costs carefully and continuously. I can’t guarantee there won’t be additional increases of water rates because it is proposed for our 2027 budget. Until we hear from the lawsuit with 3M we need to continue to move forward to get the 3 treatment plants built and running.
But I will say we really are very conscientious of putting any type of burden on our residents.
Geoffrey Norquist:
When it comes to the water treatment plants costs we would continue the pursuit of the lawsuit against 3M. The quality of our water is vital, but residents shouldn’t have to burden that cost.
What would you do to help local businesses and residents navigate the Highway 61 reconstruction?
Geoffrey Norquist:
We should be making every effort to make sure residents and visitors alike can clearly navigate to our local business with signs and even social media. We should be making sure we are keeping the community up to date on how the project is progressing.
Mary Fasbender:
I believe communication and support are key during the Highway 61 reconstruction. I would continue working closely with MnDOT, city staff, and local businesses to keep residents informed about construction schedules, detours, and changes that affect access to businesses and homes.
I would encourage residents to continue supporting our local businesses and make sure business owners have an opportunity to share their concerns so we can work together to address issues as they arise.
Construction will be challenging, but by staying involved, listening to concerns, and keeping communication open, we can help our residents and businesses get through this project together. This work has started and I will continue to check in on businesses for their needs.
How would you balance property taxes, utility rates, and city spending while maintaining essential services?
Mary Fasbender:
This is a very concerning topic and trying to balance property taxes, utility rates, and city spending starts with responsible financial management and setting the right priorities.
As mayor and council we have been very conscious during our budget process.
We try to prioritize the needs from the Depts. to maintain safe streets, proper infrastructure, clean water, amenities for all ages and retain and recruit knowledgeable staff.
We carefully look at ways to operate more efficiently and that tax payers dollars are well spent.
My goal is to make thoughtful, informed decisions that balance the needs of our community with what residents can reasonably afford.
Geoffrey Norquist:
I want to make sure that we are always looking into ways to ease the tax hikes. I want them to be consistent, and we know what we are getting into. We have to be diligent on where the money goes and make it as efficient a process as possible.
What is your vision for economic development and housing in Hastings while preserving the community’s character?
Geoffrey Norquist:
I want to start by saying I love the still small town feel of Hastings. I understand that growth is important in bringing in great business opportunities and jobs to our town. We have to continue to balance growth while maintaining that small town feel so many of us cherish.
Mary Fasbender:
My vision for economic development and housing in Hastings is to encourage responsible growth while preserving the character that makes our community special.
I want to continue supporting our local businesses, attracting new businesses that are a good fit for Hastings, and creating opportunities that strengthen our local economy.
When it comes to housing, we need all types.
We’ve had growth in apartments for those that don’t want the house and yard. Some just want to come and go without yard work or maintenance.
We need affordable single-family housing for more families to have the opportunity to move here.
We need housing for Seniors to be able to transition for their needs as they age.
I believe we can move Hastings forward while protecting our small-town character, our historic downtown, and the quality of life that makes people proud to call Hastings home. Growth should benefit our residents and our community for years to come.
What are the most important public safety and quality of life concerns facing Hastings and how would you address them?
Mary Fasbender:
I would continue to work hard keeping residents feel safe, work closely with Police and Fire for them to have the tools and equipment needed for them to do their day-to-day jobs.
To make sure the city remains a good place to live, work and raise a family.
As mayor, I would focus on practical solutions, listening to residents, working with city staff and public safety professionals, and making responsible decisions about how taxpayer dollars are spent.
I believe the most important public safety and quality-of-life concerns facing Hastings are maintaining strong police, fire and emergency services; ensuring safe drinking water; keeping our streets and neighborhoods safe; and protecting the affordability and livability of our community.
I would continue supporting our police officers, firefighters and emergency medical personnel, while listening to residents about traffic safety, neighborhood concerns and emergency response. Public safety requires communication, prevention and a strong partnership between our residents and first responders.
We must continue to address the PFAS and nitrate concerns in our drinking water, but we also have to be mindful of the financial burden on our residents. I would continue pursuing state and federal grants, settlement funds and other funding opportunities, while carefully monitoring project costs and looking for ways to limit future water-rate increases.
As Hastings grows and major projects move forward, I would continue working to improve traffic safety, pedestrian access and our roads, while keeping residents and local businesses informed and involved.
Our parks, trails, downtown, local businesses and well-maintained neighborhoods help make Hastings a great place to live. I would continue supporting responsible growth, maintaining our existing infrastructure and listening to residents about what matters most to them.
As mayor, I believe my responsibility is to listen, work collaboratively with the City Council and city staff, and make thoughtful, financially responsible decisions. My goal is to keep Hastings safe, welcoming and affordable for the people who call it home.
Geoffrey Norquist:
Water aside, I would say we have a lot of the same issues that many towns are. Public safety with E bikes and E scooters is obviously something I think needs to continue to be looked at going forward.
How would you improve communication, transparency and public participation in city decisions?
Geoffrey Norquist:
I think we should be encouraging people especially younger people to get to get involved with our community. It’s the community that makes Hastings home and I think we need everyone involved to bring out our best.
Mary Fasbender:
I believe good communication starts with listening to our residents and keeping them informed. I would continue to use the city website, social media, public meetings, and community updates to share information about important decisions, projects, and costs before decisions are made whenever possible.
I also believe transparency means explaining not only what we decide, but why we make those decisions and how they affect our residents and taxpayers.
Public participation is important, and I want residents to feel comfortable asking questions, sharing concerns, and offering ideas. As mayor, I believe my responsibility is to listen, be accessible, and make sure residents know their voices matter. Even when we cannot agree on every issue, we can be respectful, explain our decisions, and work together for the good of Hastings.
In another source of communication, I will continue to have office hours at City Hall to meet residents to hear their concerns.
I have and will continue to listen to their concern’s and try to find a solution.
Candidates: Angie Haus, Mitchel Kulage, Dave Pemble and Lee Albert Wickboldt
Haus, Kulage and Pemble submitted responses to the Hastings Journal's questionnaire. No response was received from Lee Albert Wickboldt by publication time.
Angie Haus
Hi! My name is Angie Haus, and I was born and raised right here in Hastings, Minnesota. This community has always held a special place in my heart, and I’m proud to call it home. I’ve always had a passion for helping others and giving back, which is what inspired me to serve on City Council. I believe a strong community is built on listening, compassion, and showing up for one another. I’m passionate about protecting our drinking water, supporting local businesses, keeping Hastings affordable, and making sure residents feel heard. I’m grateful for the opportunity to serve the community that has given me so much, and I look forward to continuing to work together to make Hastings a great place for everyone.
Mitchel Kulage
I grew up in a working-class family where we struggled to make ends meet. At six, I joined my mother on my first IBEW picket line, and at 14, I committed myself to fighting injustice for working people. I'm in this election to take on 3M, fix our water, and build a better life for all our neighbors. I'm a Healthcare worker and Public Policy student, and I have spent the last 12 years engaged in civic organizing. I've met so many of our neighbors struggling with rising costs, and I want to ensure our city government does everything possible to support them, because I believe hard work should guarantee the opportunity for a decent life. Hastings needs government that focuses on the basics: clean drinking water, affordable groceries, housing security, and a meaningful voice for every resident, especially our most vulnerable neighbors. That is the heart of my campaign.
Dave Pemble
I am Dave Pemble, a long-time Hastings resident, seeking re-election as Hastings Councilmember at Large, a position I have held since 2022. My background includes a career at Prairie Island Nuclear Power Plant, service on school board and municipal commissions, and more than 25 years with the Hastings Police Reserve. During my current term, I have supported the Borealis train project and served on transportation, utilities, public safety, historic preservation, and 911 Board of Directors. My priorities include listening to residents, considering new ideas alongside established practices, and advancing Hastings’s interests. I would appreciate your vote on November 3.
How would you address rising water rates associated with Hastings’ three PFAS treatment plants?
Angie Haus:
Every Hastings resident deserves clean, safe drinking water, but I also believe residents should not have to carry the financial burden of contamination they did not cause. I have supported litigation against 3M because I believe the companies responsible for these chemicals should be held accountable and contribute to the cost of addressing the damage they’ve caused. We also need to continue pursuing state bonding, grants, and other funding opportunities to help offset treatment costs and reduce the burden on our residents. I understand that rising utility bills affect real families, seniors, and people living on fixed incomes. Protecting our drinking water is essential, but so is protecting the financial well being of our community. I will continue advocating for safe water, corporate accountability, and responsible financial decisions that keep Hastings residents’ best interests at the forefront.
Mitchel Kulage:
Our campaign is focused on taking on 3M, and holding them accountable for damaging our community’s natural resources. We want to ensure that as much of the financial burden from this disaster falls on those who perpetrated it, not on our residents.
Dave Pemble:
The current council is exploring all funding options, including grants and continued litigation against 3M. We are working with our legislators to find additional funding avenues that may be open to us. Because these funds are not always available when needed, we also need an ongoing source of funding from ratepayers.
As additional funding becomes available, we will seek to reduce the burden on ratepayers.
We chose to build three treatment plants rather than one to maintain a continuous supply of clean water when a plant is offline for maintenance or because of a problem.
What should the City Council do to support businesses and residents during the Highway 61 reconstruction?
Mitchel Kulage:
I want to continue the work HEDRA has begun, and strengthen or provide grants for small-business for hardships due to major road construction in Hastings. I additionally want to remain a voice for our residents and businesses along Highway 61 during the reconstruction process. To that end, I want to look at assigning City Project Liaisons who will provide timely updates on the project to our community.
Dave Pemble:
As a member of the Hastings Economic Development and Redevelopment Authority Commission (HEDRA), I have participated in many discussions about how to support impacted businesses and residents affected by the upcoming Highway 61 reconstruction. Options under consideration include:
Additional signage to help people find routes to businesses.
A stronger social media presence to keep the public informed.
Possible financial assistance from HEDRA.
Making sure residents will have continued access to their homes
Our goal is to maintain clear, open communication with everyone involved. Our contract with MNDOT includes a designated liaison that will share important information during construction with the affected businesses and property owners and be a direct contact for them when they have questions.
Angie Haus:
Our local businesses are the backbone of Hastings, and keeping them in business throughout Highway 61 reconstruction is a huge priority for me. As a member of HEDRA, I have supported setting aside money to help businesses with additional signage so customers can find and access them during construction. These businesses have invested in our community, and I want to make sure we do everything we reasonably can to support them through this challenging time. I also believe clear communication about detours, construction schedules, and business access is essential. We need to work closely with MnDOT, home and business owners, listen to their concerns, and respond when challenges arise. Construction may be temporary, but the impact on a small business can be lasting. I want Hastings to come through this project stronger, with our local businesses still here to serve our community for years to come.
How would you prioritize city spending while keeping property taxes and utility rates affordable?
Dave Pemble:
The safety and security of Hastings residents is our top priority. Police and fire protection are major city expenses, and their costs are rising. We are confident that our current chiefs are monitoring their budgets closely. Salaries of all city staff must remain competitive to retain quality employees.
We work to extend the life of city equipment without compromising its effectiveness. We must also balance public safety spending with the costs of maintaining aging roads and utilities and keeping technology up to date.
Every council member wants to avoid raising property taxes or utility rates. However, increases are sometimes unavoidable, and council members pay them too. These decisions may be unpopular, but making them is part of the job.
Angie Haus:
I believe responsible budgeting means remembering that behind every tax increase and utility bill is a person or family trying to make ends meet. We have important investments to make in Hastings, including safe drinking water, infrastructure, and essential city services, but we must be thoughtful about how we pay for them. I would prioritize projects based on safety, urgency, long term value, and the needs of our residents. I also believe in pursuing outside funding, finding efficiencies, and planning ahead to avoid more expensive problems down the road. Being financially responsible doesn’t mean putting off everything that costs money, it means making sure we’re spending wisely and getting the most value for our community. Residents deserve transparency and accountability from their elected officials. My goal is to keep Hastings moving forward while being mindful of the financial pressures facing the people who call our city home.
Mitchel Kulage:
I would want our city's focus to be on providing equitable services across our community, while tackling the rising costs brought on by both our water crisis and the Highway 61 reconstruction. In a time of extensive rising costs nationally, I'm extremely sensitive around pushing any additional costs onto our city's working families. I instead want to continue to develop relationships with our surrounding neighborhoods, Dakota County and our State and Federal representatives to seek grants or additional revenue sources as we take on these hardships.
What types of housing, redevelopment and business growth should Hastings prioritize?
Angie Haus:
I want Hastings to be a community where people can afford to put down roots, raise a family, grow older, and build a future without feeling priced out of the place they call home. That means making affordable housing a priority and encouraging a variety of housing options for young adults, working families, seniors, and people at different income levels. I also believe we should focus on thoughtful redevelopment, making better use of vacant properties, supporting our existing local businesses, and attracting new businesses that bring good jobs and strengthen our local economy. Growth matters, but it needs to be planned responsibly, with consideration for infrastructure, neighborhood character, and affordability. We can welcome new opportunities while protecting what makes Hastings such a special place to live. I want to see a community where residents have opportunities to succeed, local businesses can thrive, and affordability remains part of our future.
Mitchel Kulage:
I'm focused on all development that strengthens our community economically and culturally. I want Hastings to be the shining jewel of Dakota County, with an eye towards the future. This looks like strengthening our historic downtown with new retail and residential tenants, not just prioritizing single-family home sprawl. This looks like continuing our developments along Highway 55, providing access to businesses for our residents here in town, rather than out West. This looks like utilizing our land to provide space for new business locations for our residents to work here in town, and not for Data Centers.
Dave Pemble:
Hastings needs a stronger business community to attract new residents and strengthen the city’s tax base. Several projects that will provide additional housing are currently in development. We also need to prioritize affordable housing for young families which will help our school enrollment as well. We should work harder to attract businesses and move beyond being a “bedroom community.” Redeveloping empty storefronts should remain a priority to make Hastings more vibrant and inviting. Major road improvements involving Dakota County and MNDOT, including Highway 61, are approaching. Potential access restrictions make many businesses reluctant to launch new ventures. I would encourage staff to promote our improved highway nationwide to attract businesses and support growth following the upcoming years of Highway 61 construction.
What infrastructure or neighborhood improvements deserve the most attention over the next four years?
Mitchel Kulage:
Outside of the major improvements to our water network and to Highway 61, I am focused on the Lead Service Line Replacements that have been ongoing since 2025. I want to ensure we finish this project within the next 4 years, so we can fulfill the promise of access to clean drinking water that our residents should expect from their municipal government.
Dave Pemble:
To limit increases in the tax levy, some infrastructure improvements have been delayed. Hastings has many miles of water and sewer pipes that need repair or replacement because they are made from outdated materials. A state grant is currently helping fund the replacement of some lead pipes. Much of the existing infrastructure is inadequate to support the new building projects we would like to see as Hastings grows. Research and public meetings are currently underway to provide a new well for future growth.
City parks also need attention. Funding intended for park updates has been redirected to more urgent city needs, and the parks have suffered as a result. During my time on the Parks and Recreation Commission, we updated parks on annual rotation, but other needs, such as water infrastructure, have since taken priority. We need to invest in our parks to keep them safe and inviting.
Angie Haus:
My priorities are safe drinking water, reliable infrastructure, and neighborhoods where people feel proud and safe to live. We need to continue addressing PFAS contamination while planning responsibly for the future of our water system. We must also stay ahead of road repairs, sidewalks, drainage, and aging infrastructure rather than waiting until problems become more expensive to fix. I believe clean, well maintained public spaces, parks, and neighborhood improvements matter, too. These are the things people experience every day, and they contribute to the quality of life we all want for Hastings. We also need to be realistic about available funding and prioritize projects based on safety, urgency, and long term benefit. I want to make meaningful progress without losing sight of affordability. My goal is to help build a Hastings that takes care of its existing neighborhoods, invests wisely in its future, and remains a place where people are proud to call home.
How would you represent residents with differing priorities and ensure their concerns influence council decisions?
Dave Pemble:
I am always available to listen to Hastings residents’ concerns and questions. We may not always agree, but I will do my best to listen to your views, explain my viewpoint and work to find common ground when making decisions for the good of the city.
Councilmembers make decisions for the city, so residents need to share their concerns openly and early. Sometimes residents contact me after it is too late to change direction of an issue. To stay informed about local projects and opportunities to provide input:
Follow city council meetings.
Follow the city’s Facebook page.
Read meeting notices in the Hastings Journal.
Check the city website for updates.
Talk with neighbors about local changes that may be coming.
Read mail from the city.
We all want to have a comfortable, safe place to live, and we can only do that by working together!
Angie Haus:
I believe a strong community is one where we show up for one another, listen even when we disagree, and remember that we are all part of the same community. As a council member, I want every resident to feel that their voice matters, regardless of their background, circumstances, or personal priorities. I will continue listening to residents, being accessible, asking questions, and making sure their concerns are part of the conversation when decisions are made. We won’t always agree, and that’s okay. What matters is treating one another with respect, being willing to hear different perspectives, and working toward solutions that benefit Hastings as a whole. To me, public service isn’t about having all the answers or making promises I can’t guarantee. It’s about showing up, being honest, following through, and remembering who I represent. I want Hastings to be a community where neighbors support one another, people feel heard, and we work together to build a better future for everyone.
Mitchel Kulage:
Our campaign has promised from day 1 to host monthly, open-ended constituency meetings that anyone from Hastings can attend. The point of these meetings would be to allow residents to voice any and all concerns that they would like me to take directly to the council. We should note that our city council seats are elected in nonpartisan elections, and I remain committed to representing every voice in our community in that manner, without preference to ideology. Additionally, my phone number is available at (651) 829-9898, and my website will remain open at "https://KulageAtLarge.com." I want to ensure that I'm accessible to everyone in Hastings, not just folks in a small circle.
Candidates: Carrie Banaszewski Tate, Jessica Dressely, Melissa Kinneman, Kendal Larson and Mark Zuzek
Carrie Banaszewski Tate, Melissa Kinneman, Kendal Larson and Mark Zuzek submitted responses to the Hastings Journal's questionnaire. No response was received from Jessica Dressely by publication time.
Kinneman submitted her responses before the deadline, but they were not located by the Journal in time for the original publication. The Journal has corrected that error and included her complete responses below.
Carrie Banaszewski Tate
I was raised in Hastings and graduated from Hastings High School in 1996. I earned a B.A. in International Business Management, with a Spanish minor, from Gustavus Adolphus College. My husband, also a Hastings graduate, and I chose to raise our two children here.
Professionally, I'm a supply chain consultant specializing in continuous improvement, efficiency, and cost reduction. I bring that same approach to School Board service by asking questions, analyzing data, identifying opportunities for improvement, and challenging the status quo.
Outside of work and School Board service, I enjoy family time, reading, pottery, gardening, volleyball, hiking, and the outdoors.
Melissa Kinneman
My family has made Hastings our home for the past ten years. My husband and I have been married for sixteen years and have a twelve year old little boy. I received my Bachelor’s in Psychology from Metro State University, a Post Graduate Paralegal Certificate at Inver Hills Community College, and a Masters Degree in Social Work from Saint Mary’s University of Minnesota. I have spent about twenty years of my career working with children and families in a variety of settings that include juvenile corrections, a level four federal setting school, and now in mental health.
Kendal Larson
No candidate biography was submitted.
Mark Zuzek
I was born and raised in Hastings and married my high school sweetheart, Janet. Our three children have all chosen education as their career path. I graduated from Augsburg College and went on to complete all of my graduate school work at St. Mary’s University. I taught science for eight years. I was an assistant principal, and for 23 years I was principal of Hastings Middle School. I completed my career as the superintendent of Intermediate School District 917. The knowledge, wisdom, and perspective I have earned is of great value as I serve on the Hastings school board.
How would you balance district spending, educational opportunities, and the financial burden on taxpayers?
Kendal Larson:
As someone with extensive business, management, and analytical experience, I believe responsible financial stewardship requires examining both the costs and the educational benefits of every major expenditure.
Our first priority must be directing resources toward student achievement, supporting teachers, and maintaining safe, effective learning environments.
I would advocate for transparent budgeting, careful evaluation of programs, and long-term financial planning that considers enrollment trends and future obligations.
Taxpayers deserve clear explanations of how their money is being spent and what results they should expect. Before asking taxpayers for additional funding, we must demonstrate that existing resources are being used effectively.
Fiscal responsibility does not mean automatically choosing the cheapest option. It means making informed decisions that provide lasting educational value.
We must preserve excellent educational opportunities while respecting the financial realities facing Hastings families and taxpayers.
Mark Zuzek:
The most important job of a school board director is to ensure that we remain fiscally strong as a district. We are financially managed well by the administration. We need to continue to live within our means, this is not just a good idea…. The law dictates that a school district must maintain a balanced budget. Having said this, schools are not adequately funded by the state and federal governments. Therefore, we need to continually advocate to increase the resources that we are allocated.
When we make financial decisions as a school board, we need to not only consider the students we are currently serving, but also consider the students who will fill those same desks a decade from now. As the principal of HMS I managed annual budgets exceeding 20 million dollars. As the superintendent of ISD 917, I managed an annual budget exceeding 50 million dollars.
Carrie Banaszewski Tate:
Thankfully, Hastings Public Schools is currently in a strong financial position, unlike many districts across Minnesota. Providing an exceptional student experience must remain our top priority, including manageable class sizes, varied course offerings, and enriching educational opportunities. However, resources are limited, and we have a responsibility to taxpayers to use them wisely. This requires long-term financial planning, evaluating the effectiveness of expenditures, identifying efficiencies, and prioritizing resources where they have the greatest impact on students. Addressing declining enrollment is also critical to protecting our financial future. We must balance educational excellence with long-term sustainability and respect for taxpayers.
Melissa Kinneman:
I believe if you look at anyone’s check book you will find out pretty quickly what they find most important. I say that knowing that if you looked at mine it would involve a lot of coffee shops. Seriously though I think there will always be discussions and concerns with balancing educational spending with taxpayer burden. Things are expensive right now and taxes are going up in so many communities. I would listen to our families, community stakeholders, Superintendent, and Finance Director to help make the best decisions for our school district.
How would you address student behavior, safety, and mental health while maintaining a productive learning environment?
Melissa Kinneman:
I think there are a lot of amazing tools that can help support our school staff with addressing student behavior. I think one of the biggest things that school board members can do is to make sure that they make great policies that align with what is needed in our schools. Some of these policies could involve making sure all of our teachers and staff have trauma-informed training and opportunities to learn different approaches to classroom management. Some of the different programs that our school staff could look at to help support student behavior could be Conscious Discipline or Move Mindfully. I think the best thing is for the school district to balance evidence based approaches to supporting student behavior, safety, and mental health, with what is financially sustainable. Another thing that I believe could be beneficial to the school district would be looking at hiring more BCBAs.
Carrie Banaszewski Tate:
A safe, productive learning environment is essential for student success. A few years ago, we introduced quarterly principal reports to the School Board that include student behavior metrics. Tracking this data helps identify trends, evaluate policies, and determine resource needs.
Our district provides significant mental health support, but I believe strong partnerships between schools, students, and parents/guardians are critical. I see opportunities to strengthen parent involvement in addressing student behavior and mental health concerns. Clear expectations, consistent accountability, appropriate student support, and open communication are essential to minimizing disruptions and maintaining a positive learning environment.
I also support maintaining effective emergency preparedness procedures, strong safety protocols, and partnerships with law enforcement to keep our schools safe.
Our middle school has experienced a significant reduction in behavioral issues since implementing a phone-free school day. I support extending our high school cell phone restrictions further as well.
Kendal Larson:
Every student deserves a safe, welcoming environment where learning can flourish, and every teacher deserves a classroom where they can teach without constant disruption.
Student behavior, safety, and mental health are interconnected challenges requiring consistent expectations, appropriate resources, and cooperation among educators, families, and support professionals.
I support clear, fairly enforced behavioral standards that protect students and staff while recognizing that some students need additional assistance.
Early intervention, access to counseling, and effective communication with parents can help address problems before they escalate.
We must also ensure teachers and administrators have the authority and support necessary to maintain productive classrooms.
The School Board should establish clear policies, evaluate their effectiveness, and ensure appropriate resources are available.
Our responsibility is to balance compassion with accountability so that every student has the opportunity to learn and succeed.
Mark Zuzek:
Student behavior has a significant impact on both safety and a positive learning environment. With younger students in particular, behavior is communication. We have to teach effective techniques to them, so that they can meet their needs without upsetting their environment. Children need to be in a safe place to practice these skills. Teachers determine the climate and culture of the classroom by creating a safe and caring classroom where each child can learn and grow.
Mental health concerns for children have steadily increased over the four decades I have been affiliated with education. We need to have a broad and deep continuum of support for students. The school board needs to allocate the essential resources and training that administration requests. Our highest goal is to help each child to be safe, feel valued, and be able to bring their “whole self” to school each day!
How would you improve communication, transparency, and trust between the School Board, parents, staff, and taxpayers?
Mark Zuzek:
The school board is transparent, as we do the work of the school board in the public. I believe that where we have faltered is in listening deeply to staff and parents when they advise us. Trust is established as a pattern of behavior. It takes time to illustrate that we trust and respect the expertise of staff when they present their recommendations. They are well-educated, wise, and experienced. They are the experts! The times when we stray from their recommendations should be rare, and the rationale for dissension needs to be well articulated.
Regarding taxpayers and the community, continuing to be fiscally responsible and responsive to their questions goes a long way. Trusting the data that we receive from the annual School Perception Survey, and making decisions based on that data will make noticeable differences.
Carrie Banaszewski Tate:
The current School Board has implemented several initiatives to improve communication, transparency, and community engagement, and I support continuing and expanding these efforts.
Last month, we began sharing summaries of School Board meeting outcomes on social media to help keep the community informed. In May, we also introduced a new Vision Card and Data Dashboard, both publicly accessible on the district's website, to provide greater visibility into district performance and progress.
We've also introduced community collaboration sessions where participants can learn about key district initiatives, ask questions, and provide input. Separate sessions are now offered for community members and staff to encourage meaningful participation.
Building trust means listening to differing viewpoints and explaining the reasoning behind decisions, even when people disagree with the outcome.
Melissa Kinneman:
One of our amazing teachers had an idea that I recently heard about. It involves making the school board meetings easier for parents, staff, and taxpayers to get a general sense of what was talked about at the meeting. He suggested doing a minute video recap of the major points of the school board meeting. Of course everyone would still have access to the longer meeting but this would allow people who want to have a general idea of what is going on without having to sit through the whole meeting. This could be posted on Facebook or in the school newsletters. I loved his idea! I also saw last year when the HMS Counselors did something called Coffee with the Counselor. I think that would be so cool if the school board members could do something similar.
Kendal Larson:
Rebuilding Trust Through Fairness is not simply a campaign slogan. It represents what I believe is the most important challenge facing our School Board.
Trust cannot be demanded. It must be earned through consistent actions, honest communication, and respectful treatment of others.
Recent district perception surveys have raised serious concerns about confidence in district leadership. Those concerns deserve attention, not dismissal.
I would advocate for greater transparency in policy development, meaningful opportunities for public input, and clear explanations of Board decisions.
Most importantly, Board members must listen empathetically and carefully to teachers, parents, students, and taxpayers—even when they disagree.
I believe the Board must return to its proper governance role: establishing policy, setting expectations, and holding the superintendent accountable while respecting professional expertise.
A successful school district depends on collaboration, mutual respect, and a shared commitment to our children's education.
What are the biggest academic challenges facing ISD 200, and what would you do to improve student achievement?
Carrie Banaszewski Tate:
One of the biggest academic challenges facing ISD 200 is ensuring our curriculum remains current, rigorous, and aligned with academic standards. Equally important is providing teachers with the professional development and resources needed to implement the curriculum effectively.
In May, the Board introduced a new Vision Card and Data Dashboard to improve transparency and provide greater visibility into district performance, including academic achievement. These tools allow us to identify trends, recognize areas needing improvement, and make data-driven decisions about investments in curriculum, staffing, and other resources. I believe improving student achievement requires a continuous improvement approach: identifying gaps, implementing solutions, measuring results, and making adjustments when necessary. Our goal should be to ensure every student has the foundation and opportunities needed to succeed.
Melissa Kinneman:
I think one of our biggest academic challenges is related to student proficiency scores in reading and math for our children. We need to help students who are behind in their education along with making sure that the students who are already proficient continue to make progress. I think one of the biggest ways to help improve student achievement is to take care of their needs so they have space to focus on education. This means making sure they are supported with food insecurity, making sure their mental health is managed, and making sure they have educational support like Individualized Education Plans or 504s if they are needed. Another thing is looking at evidence based approaches and what research is telling us about technology and learning. The information is out there to improve student achievement.
Kendal Larson:
Our greatest academic challenge is ensuring every student develops strong foundational skills in reading, mathematics, and critical thinking while having opportunities to pursue their individual interests and abilities.
Recent declines in academic performance deserve serious attention. We must identify the causes rather than simply accept the results.
As a lifelong educator, I believe student achievement begins with excellent teachers who have the resources, professional support, and classroom environment necessary to succeed.
I would advocate for measurable academic goals, regular evaluation of student progress, and evidence-based instructional strategies. We should use assessment data to identify students needing additional support while challenging those ready to advance.
The School Board's responsibility is to establish expectations, provide resources, and hold district leadership accountable for results—not micromanage classroom instruction.
Our goal must be to open doors of opportunity for every student.
Mark Zuzek:
Recent improvements in our elementary and middle school reading scores illustrate an encouraging trend. The work is hard! It has taken specifically dedicated staff for reading interventions. It also has taken an overhaul of the curriculum and teaching strategies. Every elementary teacher, and every English/Language Arts teacher at the secondary level has been trained in the “Science of Reading.” I am very impressed with their efforts and proud of their success.
Our high school is in its second year of developing a pathways program where each individual student has both “voice and choice” in selecting their academic courses to suit their future aspirations. This requires the development of additional courses, training in career-targeted strategies, the creation of internships, and potentially a redesign of the high school schedule. Teachers and administration have focused their professional development to get this important job done!
How should ISD 200 respond to enrollment changes when making staffing, programming, and facilities decisions?
Mark Zuzek:
First, decrease the rate of declining enrollment. This is a challenging endeavor because declining enrollment is chiefly caused by graduating larger classes, than we have for incoming Kindergarten classes. So the net effect is that there are fewer students K-12. We need to reduce the trend in three ways: retaining current resident district students, regaining resident students that have chosen to attend other schools, and making Hastings a destination district. To do this, we need to meet the tangible needs of students and families, and celebrate our successes frequently and broadly!
Secondly, fewer students equates to less funding. So, we need to continually “right size” from fiscal year to fiscal year. We need to also weigh staffing, programming, and facility decisions when we consider adding new options. Are they sustainable? Are they more important than the other things we already do?
Carrie Banaszewski Tate:
ISD 200 uses an enrollment projection model to anticipate changes and develop long-range financial plans. Unfortunately, the Hastings area has experienced population decline, and our district has faced declining enrollment for many years. Staffing decisions should reflect enrollment trends while maintaining appropriate class sizes and educational quality. Programming and facilities decisions should consider student needs, utilization, and long-term financial sustainability.
However, I believe we must do more than simply adjust to declining enrollment. We need to focus on reversing the trend by strengthening academic achievement and offering unique educational opportunities that prepare students for their next steps. By setting Hastings apart as a destination district, we can better retain students, attract new families, and strengthen our financial future.
Kendal Larson:
Enrollment directly affects district funding, staffing, educational programming, and facilities. Declining enrollment requires thoughtful, long-term planning rather than reactive decisions.
I would support using enrollment projections, demographic trends, housing development information, and financial analysis to guide decisions.
We must carefully evaluate how changes affect class sizes, educational opportunities, and our ability to retain excellent teachers.
Before eliminating programs or reducing staff, we should understand their educational value and explore reasonable alternatives.
Equally important, we must ask why families choose to enroll their children elsewhere and what we can do to make Hastings Public Schools their preferred choice.
I believe rebuilding trust with teachers, parents, and our community is essential to strengthening enrollment.
The Board should establish clear priorities and expectations while allowing the superintendent and professional staff to develop and implement operational solutions.
Melissa Kinneman:
One of the first things I believe ISD 200 should look at is a reliable forecast for our district. You can do this by looking at kindergarten entry rates, birth rates, housing developments, and any other information that could be helpful with making decisions related to enrollment. Utilizing this information the school district could then look at potential responses to staffing, programming, and facility decisions based on different scenarios related to enrollment.
What steps would you support to recruit and retain qualified teachers and school staff?
Melissa Kinneman:
I want Hastings to recruit amazing and talented educational staff for our schools. I would guess that teachers are similar to any other profession. They will often listen to what their peers are saying about a company and/or school district when making a decision if they want to move their families to a new community. I believe to recruit and retain great teachers and staff we need to make sure our current teachers and staff feel heard, feel respected, feel like they are trusted, and feel like they are not being micro-managed. I think when you put that with simple things like saying, “thank you” and, “you matter” it makes a big difference and it can change the narrative.
Carrie Banaszewski Tate:
Recruiting and retaining qualified teachers and staff requires competitive compensation, strong benefits, and a positive work environment where employees feel valued and supported. During contract negotiations, our district evaluates compensation and benefits to remain competitive with other districts, and that practice should continue. Supporting meaningful professional development and providing staff with the resources they need to succeed are also important to retention.
I'm also a strong believer in continuous improvement and the importance of employee input. Our annual School Perceptions Survey provides staff with an opportunity to share feedback, which is then analyzed to identify trends and opportunities for improvement. I support continuing this process, ensuring feedback leads to meaningful action, and communicating improvements back to staff. When employees know their voices are heard and their input makes a difference, it helps build a workplace where people want to stay.
Kendal Larson:
Teachers are the foundation of excellent public education. Having grown up as the son of two educators and having taught throughout my adult life, I understand the importance of supporting those who dedicate their careers to teaching.
Competitive compensation and benefits matter, but so do professional respect, manageable workloads, administrative support, and a positive working environment.
I am particularly concerned about declining staff confidence in district leadership. We cannot expect teachers to perform at their best when they feel their expertise is questioned or their concerns are ignored.
I would support meaningful staff feedback, professional development, mentoring for new educators, and transparent evaluation of retention challenges.
Most importantly, School Board members must respect professional boundaries. Our responsibility is to establish policy and expectations, not micromanage educators.
Rebuilding trust through fairness begins with listening empathetically and carefully to those working directly with our students.
Mark Zuzek:
We need to continue to offer contracts that attract and retain talented staff. Last spring was a great hiring season for Hastings Public Schools. The administration was encouraged to post positions broadly and to hire new employees early in the annual process. I believe that this relatively simple strategy was very successful. We need to continue to publicize the fabulous things that staff are achieving. A terrific reputation is the best available recruitment tool!
Retention is primarily a matter of treating staff with the dignity, honor, and respect they deserve. 80% of our teachers have a Master’s degree or greater. They are well educated, talented, dedicated, and compassionate. Their knowledge and wisdom position them well to make decisions about students, classroom procedures, curriculum, and teaching strategies. We need to listen to their expertise when they advise the school board. We must provide a collaborative and fulfilling place to work.
