The Montrose County School District (MCSD) Board of Education is accepting applications from community members interested in filling the Director District B seat, following the resignation of board member Ted Valerio, effective October 13, 2026.

Application deadline: Friday, October 30, 2026, by 3:00 p.m.

Who is eligible

How to apply

The appointed member will serve the remainder of the current District B term. The seat will be up for election in November 2027 as part of the regularly scheduled school board election.

Questions? Contact Laurie Laird, Secretary to the Board of Education, at laurie.laird@mcsd.org or 970-252-7902.

Neighbors for Good Governance recently met with Caryn Gibson, candidate for Montrose County Commissioner, District 2. Although Gibson is on the November ballot, she has begun serving as commissioner after being appointed to fill the vacancy in District 2.

Neighbors for Good Governance believe that strong local government begins with capable leaders who listen to residents, approach decisions thoughtfully, and are willing to work with people who hold different points of view. As part of our effort to identify and support such leaders, we wanted to sit down with Gibson and learn more about why she is seeking the office and how she intends to serve Montrose County.

When we asked Gibson why she wanted to be a county commissioner, her answer centered on giving people a voice.

She believes residents should know that their voices matter, and she described her guiding principle, "Together We Can."

Gibson brings more than 40 years of experience in public education to the position, including 15 years as superintendent of the Delta County School District. During our conversation, she spoke about lessons from that career that she believes will carry over into county government: everyone matters, listening is important, and listening must ultimately be followed by action.

She also recognizes that listening does not mean everyone will agree. Gibson said she intends to work with all residents, including those whose perspectives differ from her own. In an era when political divisions can make governing more difficult, she emphasized the importance of finding ways to work together.

While Gibson has extensive leadership experience, she readily acknowledged that county government will present a new learning curve. Her professional training and experience have largely been in public education, and she told us she still has much to learn about county governance. At the same time, she said she is willing to reconsider a position when new facts or information warrant doing so.

As a lifelong Montrose County resident with deep agricultural roots, Gibson identified agriculture, water, and local control as important priorities. She also emphasized transparency in the county budgeting process and the importance of residents understanding how public money is being spent.

There will be no shortage of difficult issues before the county. Gibson made a point of sharing that she has an uphill learning curve to get familiar with policies, budgets, and the many projects going on in the County. She looks forward to putting in the time to learn and listen.

Gibson also made a point that can sometimes get lost amid discussions of policies, budgets, and projects. County government depends on the people who do its work every day.

Neighbors for Good Governance came away from our conversation with an appreciation for Gibson's emphasis on listening, transparency, collaboration, and her willingness to continue learning as she takes on the responsibilities of county government.

Process for Appointing a Replacement for At-Large City Council Seat

Applications are being accepted for a vacancy in the At-Large City Council seat. The deadline to submit an application is 6 p.m. on Wednesday, October 21, 2026.

On October 6, Councilor Adam Woodden resigned from the At-Large seat and, during the council's meeting that day, was reappointed to the vacant District IV seat, the district that Woodden resides in. As set forth by the City Charter, the City Council will formally vote to appoint a replacement within 30 days.

Anyone interested in filling the vacancy is asked to fill out an application and submit a letter of interest to the City Council. The council will interview potential candidates during the Monday, November 2 work session and then hold a formal vote to appoint a new councilor later that evening during the council's regular meeting. The council rescheduled the Tuesday, November 3 meeting due to Election Day.

Eligibility: To be eligible for appointment, applicants must be a resident of the City of Montrose for at least 12 consecutive months preceding the date of appointment and must be eligible to register to vote.

Candidate responses from applicants are posted below.

District Leadership, Staff, and Students Deliver Measurable Results

One of the meeting's most notable presentations came from Black Canyon High School students, who reported a substantial improvement in their school's performance rating.

The school's Colorado School Performance Framework score increased from 32% to 51.6%, moving Black Canyon from a Turnaround rating to an Improvement rating. This achievement is particularly significant because the school had remained in Turnaround status since opening. Students and staff deserve recognition for the sustained effort behind this improvement.

The results included strong performance in MAP reading and mathematics assessments, improvements in reading growth, and positive indicators in graduation readiness. The school also reported that 91% of students returned to Black Canyon.

Students acknowledged that challenges remain, particularly in attendance, mathematics growth, student engagement, and state assessment performance. The presentation offered a concrete example of educators and students making measurable progress while continuing to identify areas needing improvement.

Peak Academy students and their teacher, Doug Eccher, presented their ongoing research into wildfire smoke, air quality monitoring, and affordable filtration systems. Their work has attracted the attention of the University of Colorado, which provided access to sophisticated air quality monitoring equipment valued at approximately $90,000. University engineers are expected to work directly with students throughout the school year.

The project goes beyond traditional classroom instruction. Students are investigating environmental concerns affecting their community, testing affordable air filtration solutions, developing components using 3D printing, and exploring potential business opportunities.

The advanced monitoring equipment had not yet been deployed at the time of the meeting, and the effectiveness of the lower-cost filtration systems remains under study. Nevertheless, the project reflects the initiative of district educators who are creating opportunities for students to engage in meaningful scientific research and practical problem-solving.

District administrators presented an update on the strategic plan, with an emphasis on expanding career pathways and preparing students for postsecondary education and employment. The district currently offers 16 career pathways designed to help students connect their interests and abilities with educational and employment opportunities.

Much of this work began several years ago, demonstrating that these initiatives are part of an ongoing effort rather than newly developed programs. The district's goal is for every graduate by 2029 to achieve at least one of three outcomes:

Administrators projected that approximately 45%–55% of the Class of 2027 will meet at least one of these benchmarks. Although that projection remains below the district's ultimate goal, leadership was transparent about the work still needed, including expanding student access, strengthening data collection, and aligning college-credit offerings with evolving state requirements.

The district is also implementing the Xello career exploration platform, which helps students identify interests, develop academic plans, and prepare for future educational and employment opportunities. Additional certification opportunities in EKG and phlebotomy are being developed at Montrose High School.

These initiatives reflect substantial planning and coordination among district administrators, counselors, teachers, higher education institutions, and local employers. The presentation demonstrated that district leadership continues to pursue long-term educational improvements while managing the immediate operational needs of the school system.

The meeting provided several reminders that the daily operation of a school district depends on far more than Board decisions. Teachers, principals, counselors, support staff, custodians, transportation personnel, and district administrators are responsible for maintaining safe and productive learning environments.

Board members reported visiting schools and observing literacy activities, student engagement, school improvement celebrations, and specialized learning programs. Facilities updates also included maintenance work, equipment needs, and staff training. These activities represent the ongoing responsibilities carried out by district employees, often without significant public attention.

The accomplishments presented during the meeting should be credited primarily to the students, educators, school leaders, and district personnel doing the work.

Their efforts deserve to be recognized independently of the Board's performance.

In contrast to the presentations focused on educational progress, portions of the meeting involved Board vacancies, leadership changes, procedural questions, and disagreements about district operations.

The Board addressed the resignation of District B representative Mr. Valerio and approved a process for filling the vacancy. The vacancy also required the selection of a new Board vice president. Two members were nominated, and Mr. Daly was elected.

The voting process included confusion about which candidate was under consideration, requiring clarification for a member participating remotely. Although the Board completed these actions, the proceedings illustrated the importance of clear procedures, communication, and consistent meeting management.

The Board approved the proposed process for seeking superintendent search services. The selection of a search firm, associated costs, and the eventual appointment of a superintendent remain matters for future Board action. Given the importance of stable district leadership, the transparency, consistency, and effectiveness of this process will warrant close public attention.

The Board considered several governance and policy matters, including electronic participation in meetings, graduation requirements, and physical intervention and restraint.

Members also addressed the District Accountability Committee's membership requirements and proposed policy revisions. Questions about committee appointments, membership terms, and representation will require continued attention.

The Board approved a survey to collect community feedback on school calendar options for the 2027–2028 and 2028–2029 school years.

It also approved adding a Montrose High School student advisory presentation as a standing monthly agenda item.

These actions establish processes for future input and decision-making. Their value will depend on whether community and student feedback meaningfully informs subsequent Board decisions.

The district recognized two contributions supporting students and staff:

These contributions reflect the role community partners continue to play in supporting public education.

The meeting presented two distinct areas of responsibility within the school district. On the educational side, students, teachers, school administrators, and district leadership reported tangible progress and described ongoing work to improve academic outcomes and expand opportunities. Black Canyon High School's improved performance rating, Peak Academy's research partnership, and the district's career pathways initiatives are examples of work taking place within schools.

At the governance level, the Board continued addressing leadership vacancies, administrative processes, policy questions, and operational disagreements. The Board's responsibility extends beyond approving motions and receiving presentations. Effective governance requires informed decision-making, consistent procedures, responsible oversight, respect for professional expertise, and a stable environment in which district employees can do their jobs.

The work of educating students has continued, and meaningful progress is being made by district employees and students. Those accomplishments deserve recognition on their own merits.

Montrose City Council Meeting Summary — October 6, 2026 | Montrose, Colorado

Council fills a vacancy through an unusual appointment process, residents raise neighborhood safety concerns, and city staff report progress on essential services and infrastructure.

The October 6 Montrose City Council meeting featured significant public participation, a change in council membership, and updates on important municipal operations. Residents expressed concerns about traffic and parking near Montrose High School and differing views on proposed City Charter amendments. Meanwhile, professional city staff continued their work on infrastructure improvements, public safety, technology, and community engagement.

One of the meeting's most consequential actions involved filling the vacant District 4 council seat. Rather than selecting from applicants who had applied for the position, council unanimously appointed Adam Woodden, who had resigned his at-large council seat the previous day. This created a new at-large vacancy open to applicants from throughout the city, rather than only District 4 residents.

Councilor J. David Reed explained that he proposed the arrangement because council members had not reached a consensus on the existing District 4 applicants. He argued that appointing Woodden would allow council to agree on a candidate while expanding the pool of potential applicants for the newly vacant at-large position. Previously submitted applications would remain under consideration unless withdrawn. Woodden's appointment does not extend his current term; he would still face election in April 2028.

Although council described the decision as an effort to promote cooperation, the process raises reasonable questions about transparency, fairness to the original applicants, and whether shifting an elected council member into another seat is the best way to resolve disagreements over an appointment. The unanimous vote demonstrated agreement on the procedure, but the broader implications for public confidence remain worth considering.

A substantial portion of public comment focused on conditions in residential neighborhoods surrounding Montrose High School. Residents of South Fourth Street, South Fifth Street, and nearby areas described speeding, ignored stop signs, excessive vehicle noise, littering, trespassing, and parking congestion during school hours. Several emphasized that most students behave responsibly, but a smaller number are creating persistent problems for neighboring households.

Residents urged council to reinstate a residential permit-parking program that had previously been in place, increase police enforcement during school arrival, lunch, and dismissal periods, and consider additional traffic-calming measures. Suggestions included speed-monitoring equipment, improved stop-sign visibility, and greater coordination with school administrators. Speakers described the situation as both a quality-of-life concern and a potential public safety hazard. Council acknowledged the complaints and indicated that the concerns would be examined, although no specific corrective action was adopted during the meeting.

Public comments also reflected disagreement over four proposed City Charter amendments appearing on the November ballot. Dave Stockton opposed the measures, expressing concern about political influence and the importance of maintaining nonpartisan city government. Leah Vanderloo supported the amendments, citing term limits, election timing, and greater accountability in municipal administration. John Brown encouraged residents to research the proposals independently and participate in the election. These exchanges underscored the importance of informed public participation when considering changes to the city's governing document.

Council appointed six students to the 2026–2027 Montrose Youth City Council following interviews that highlighted their interest in community service, employment opportunities, communication, and civic involvement. Youth City Council coordinators Briceida Ortega and Gunnison Clamp organized the application and interview process, helping create opportunities for young residents to participate in local government. A seventh applicant, Dylan Box, was not appointed that evening because his interview had been postponed.

Information Systems Director Greg Story presented two technology expenditures supporting essential city operations. Council approved the annual renewal of the NEOGOV human resources software subscription for $68,812.98, supporting recruitment, hiring, employee development, performance management, and regulatory compliance for a workforce of approximately 300 employees. Council also approved a three-year firewall maintenance and software-support agreement costing $80,767.64 annually. Story explained that the agreement would provide predictable pricing and maintain cybersecurity protections for both city operations and the Police Department. These purchases illustrate the less visible but essential work performed by city employees to maintain reliable administrative systems and protect municipal information.

Senior Planner William Reis also presented the second readings of ordinances approving the 4.2-acre Locust Road annexation and its R2 low-density residential zoning. Staff had previously reviewed the property's eligibility, utility connections, zoning compatibility, and applicable legal requirements. Council approved both ordinances, completing the annexation and zoning actions. The careful preparation and technical review by planning staff helped ensure that the decisions were supported by established procedures and development standards.

Utilities Director David Bries provided an encouraging update on the city's approximately $33 million wastewater treatment plant improvement project. Construction began earlier in 2026, and the project remained on schedule for completion in late 2027. A new ultraviolet disinfection system was already operational, major concrete work on a treatment basin had been completed, and additional equipment installations were being prepared. Approximately $11 million had been spent, representing roughly one-third of the project budget. Bries credited the contractor's performance and described the coordination required to maintain treatment operations throughout construction. The project represents a major investment in environmental protection, regulatory compliance, and the long-term reliability of essential public infrastructure.

Police Chief Blaine Hall recognized Detective Sergeant Michelle Barry for completing specialized Drug Enforcement Administration training and commended Sergeant J.C. Franklin and Officer Harrison Hall for recent drug enforcement work. He also reported that officers were using grant-funded overtime to increase impaired-driving enforcement, particularly on weekends. Hall announced a public information meeting concerning the Police Department's Flock camera system, with Crime Analyst Juan Haro participating in the presentation. These updates highlighted both the professional development of police personnel and ongoing efforts to address community safety concerns.

Interim City Manager Anne Morgenthaler also reported that Emergency Manager Paul Eller had completed a review of activities undertaken during the city's wildfire and fireworks emergency declaration. Staff planned to bring the report forward for council consideration and possible termination of the emergency declaration. This reflected the administrative follow-through necessary to ensure that temporary emergency powers receive appropriate review.

The October 6 meeting illustrated both the strengths and challenges facing Montrose city government. Residents demonstrated a willingness to participate in local decisions, raise legitimate concerns, and hold elected officials accountable. The council vacancy process and proposed Charter amendments highlighted ongoing questions about representation, governance, and public trust.

At the same time, city employees continued advancing important work in wastewater treatment, planning, public safety, technology, and youth engagement. These accomplishments reflect the preparation, technical expertise, and dedication of professional staff whose responsibilities continue regardless of political disagreements or changes in council membership.

Montrose City Council Meeting Summary — September 15, 2026 | Montrose, Colorado

City staff continue advancing important community projects amid leadership changes and ongoing questions about development and governance.

The September 15 Montrose City Council meeting highlighted the important work of city employees in maintaining services, improving infrastructure, protecting natural resources, and managing community development during a period of significant leadership transition. While council approved several staff-prepared projects and administrative actions, public comments reflected continuing concerns about city leadership, development policies, and accountability.

Council formally ratified its September 1 mutual separation agreement with former City Manager Bill Bell. City Attorney Chris Dowsey explained that the action was intended to address potential open meetings concerns because the original agreement had not been specifically identified in the earlier meeting notice. Council also approved Anne Morgenthaler as interim city manager and executive director of the Montrose Urban Renewal Authority. Morgenthaler, who has served the city in senior administrative positions for approximately eight years, received strong public support for her experience, qualifications, and collaborative leadership. Resident Beth McCorkle encouraged council to consider her for the permanent position. Morgenthaler emphasized the professionalism and dedication of city employees, thanking them for maintaining continuity through a difficult transition. Her remarks reinforced an important distinction: while elected leadership may change, the city's daily operations depend on the expertise and commitment of its professional staff.

Several agenda items demonstrated the value of long-term staff planning and responsible management of public resources. Parks Superintendent John Waschbusch presented the Rotary Park pump house replacement, a project developed over several years to maintain irrigation for more than eight acres of parkland and greenbelt. Following a competitive bidding process, council authorized up to $514,011 for the project. Community Development Director Jace Hochwalt also presented a $45,000 grant application to advance planning for the Montrose Audubon project, a proposed 25-acre nature and education destination featuring accessible trails, wildlife viewing, and habitat restoration. City Forester Mike Arat secured authorization to expend up to $329,723 in previously awarded forest restoration funding, while Hochwalt outlined an additional grant opportunity of approximately $516,000 for wildfire mitigation at Buckhorn Lakes. By leveraging existing grants and working with state partners, staff are pursuing significant environmental improvements while limiting demands on local resources. These efforts reflect the technical knowledge, preparation, and initiative of city professionals whose work often begins long before projects reach council for approval.

Senior Planner William Reis presented several development proposals, including the Locust Road annexation, a six-unit townhouse subdivision on East Star Court, and amendments to a previously approved townhouse development near Margot Court. Staff explained zoning requirements, infrastructure considerations, subdivision regulations, and Planning Commission recommendations. Council approved the applicable measures, including first readings of the Locust Road annexation and zoning ordinances. These presentations illustrated the detailed technical review performed by planning and engineering staff to ensure proposals comply with existing regulations.

Public comment, however, highlighted concerns about whether those regulations adequately protect established neighborhoods. Resident Matt Gulich questioned the city's minor-subdivision process, particularly in relation to the proposed Hub apartment development. He urged stronger buffering requirements, improved traffic-study oversight, and greater emphasis on ensuring growth pays its own way. He also questioned whether current development practices consistently reflect the Envision 2040 Comprehensive Plan's commitment to preserving Montrose's small-town character. These issues raise important policy questions for elected officials. City staff are responsible for administering adopted regulations, while City Council is responsible for determining whether those regulations adequately serve the community and should be revised.

Sales and Use Tax Manager LeeAnne Whittaker presented the July revenue report, showing General Fund sales and use tax collections 1.9% above the previous year, with stronger growth in hotel and restaurant excise taxes. Her presentation provided valuable information about the city's financial position and demonstrated the importance of accurate, transparent financial reporting. Engineering staff also updated council on the CIP3 sewer improvements in northeastern Montrose and the Hillcrest sidewalk project near the golf course. Both projects involve substantial coordination, construction oversight, and efforts to minimize public inconvenience. These improvements reflect the ongoing work of employees responsible for maintaining essential infrastructure and protecting the city's long-term investments.

Public comments reflected both appreciation for municipal employees and differing views about recent leadership decisions. Scott Riba and John Brown thanked city staff, police officers, firefighters, sheriff's deputies, and community volunteers for their assistance with a September 11 memorial ceremony, providing a meaningful example of public employees supporting community activities beyond their regular duties. Other speakers addressed city leadership and representation. Cliff Faurer called for greater consideration of community diversity when filling leadership vacancies, while Jason Conant supported the direction of newly elected council members and emphasized elected oversight of city management. Ron Henderson defended the legitimacy of election results regardless of the margin of victory. These contrasting perspectives underscore the importance of transparency, respectful public participation, and clearly defined responsibilities between elected officials and professional administrators.

The meeting demonstrated that Montrose continues to benefit from an experienced and dedicated municipal workforce. City employees are advancing infrastructure improvements, securing outside funding, protecting natural resources, reviewing development proposals, and maintaining financial accountability despite organizational uncertainty. Council's role in approving projects and establishing policy is important, but the research, planning, technical analysis, and implementation behind much of the city's progress are the work of professional staff.

Four speakers addressed the board on transparency, district leadership, the superintendent transition, student/community voice, legal costs, and CORA requests (3-minute limit per speaker).

CORA requests surged: 17/year in 2023–24 and 2024–25; 68 in 2025–26; already 64 early in the current year. The district has added personnel and is maintaining files on frequently requested topics to reduce duplicated work.

Three goals: (1) strategic-plan oversight and accountability; (2) board engagement, visibility, and community connection; (3) governance and board effectiveness. The board favored monthly ~20-minute implementation-team updates over quarterly hour-long presentations.

DAC membership ratification postponed to September 23 pending legal clarification on board policy, DAC bylaws, and state statutory requirements — particularly business/industry and charter-school parent representation.

Electronic board participation; graduation requirements (including proposed 0.5-credit financial literacy for Class of 2028); student absences; physical intervention/restraint. Public invited to submit feedback before next meeting.

Board unanimously entered executive session to discuss interim superintendent candidates and confidential documents.

The Montrose City Council, led by Mayor Michael Badagliacco, held its regular meeting on September 1, 2026. Much of the meeting centered on proposed City Charter amendments, the April 2026 municipal election, election integrity and public trust, and the appropriate balance between City Council oversight and professional city administration.

Public comment was extensive and at times contentious. Several residents raised concerns about the April 2026 municipal election and called for greater transparency or further examination. Other residents defended Montrose's tradition of nonpartisan municipal government and objected to partisan framing of the charter amendments. Councilor Reed emphasized that municipal government and basic city services should not be treated as partisan matters.

Council considered four ordinances proposing amendments to the Montrose City Charter for submission to voters on November 3, 2026:

The broader debate focused on two competing concerns: supporters emphasized greater elected accountability; opponents warned that expanding council involvement in personnel decisions could politicize Montrose's council-manager form of government.

Near the end of the meeting, Council entered executive session concerning a personnel matter and legal advice related to City Manager Bill Bell's employment status and employment agreement.

The work session covered three main updates:

The city plans to replace the aging pump house and irrigation equipment. FCI Constructors submitted the low bid of $467,283, with authorization requested up to $514,011 including contingency.

A roughly five-week project will remove Russian olive and tamarisk, reduce wildfire fuels, and temporarily close some trails and disc-golf areas. Restoration will follow later.

The special meeting focused on whether the council should enter executive session for legal advice regarding issues raised about the April 2026 election.

After considerable debate and formal objections, the council moved to enter executive session under C.R.S. § 24-6-402(4)(b) to receive legal advice concerning the April 2026 election. The executive session began at approximately 6:50 p.m. and was electronically recorded.

MCSD Board Approves Proposed Separation Agreement with Superintendent — Questions About Investigation Remain

At a special meeting of the Montrose County School District RE-1J Board of Education, the board took action regarding Superintendent Dr. Carrie Stevenson following an executive session.

The board unanimously approved a motion concerning a proposed employment separation, resignation, and release agreement with Dr. Stevenson.

Under the motion, district legal counsel is authorized to present the proposed agreement to Dr. Stevenson and her counsel and make non-material technical or clarifying changes needed to finalize it. Those changes cannot materially increase the district's financial obligations or substantially alter the terms approved by the board.

If Dr. Stevenson accepts the agreement within those parameters, the board president is authorized to execute the final agreement on behalf of the district without additional board action.

Before the vote, Director Hovde stated, for the record, that although they might vote for the outcome, they had "concerns about the process and how we came to this decision."

The motion passed unanimously.

Questions about the independent investigation remain.

Notably, during this public portion of the meeting, the board did not present or discuss findings from the approximately three-month independent investigation into allegations involving Dr. Stevenson and members of the Olathe Elementary School staff.

The absence of publicly presented findings leaves an important question for our community: What did the independent investigation conclude?

Neighbors for Good Governance believes the community deserves transparency about an investigation of this significance. To the extent permitted by Colorado law and applicable personnel/privacy requirements, we believe the district should make the final investigative report—or as much of it as legally can be released—available to the public.

Another Unanswered Question: What Is the Board's Plan for Dr. Jessica Kalb?

There was another significant issue at the special MCSD Board meeting that deserves the community's attention.

After approving the proposed separation agreement with Superintendent Dr. Carrie Stevenson, the board voted to enter executive session for a specifically stated purpose: to discuss Dr. Jessica Kalb's acting superintendent assignment, including the duties and compensation associated with that assignment.

Yet when the board returned to public session, there was no public discussion or action concerning Dr. Kalb's assignment, duties or compensation.

That is particularly concerning given the extraordinary responsibilities Dr. Kalb has been carrying.

Since Dr. Stevenson was placed on leave, Dr. Kalb has been serving as acting superintendent while continuing her regular responsibilities as Executive Director of Academic Services. She has also taken on responsibilities previously handled by longtime district administrator James Pavlich following his resignation.

That is an enormous professional, physical, and emotional load to place on one person—particularly during a period of significant turmoil and leadership transition within the district.

Pavlich's departure also cannot simply be viewed in isolation. Before leaving the district, he raised serious concerns with the Board about district governance and leadership. Among the issues he identified were Dr. Stevenson's removal, the role of the Board's legal counsel, and what he described as a breakdown in the boundary between Board governance and district administration.

Pavlich specifically warned that empowering Board President Neisha Balleck with what he viewed as executive authority represented an "abdication" of the Board's responsibility and could ultimately affect students. He also wrote that "the distinction between Board governance and executive administration has broken down."

Those concerns make the current leadership structure—and the workload being placed on Dr. Kalb—even more important for the public to understand.

Neighbors for Good Governance is concerned not only about the sustainability of this arrangement, but also about the Board's plan for filling the leadership vacancies that have contributed to it.

The community should also be told what responsibilities Dr. Kalb is currently expected to carry, whether those responsibilities are temporary, and how the district intends to ensure that one administrator is not expected to indefinitely perform multiple high-level jobs.

Neighbors for Good Governance is asking the Board to publicly clarify:

The Montrose County School District board meeting focused heavily on the future of Superintendent Dr. Carrie Stevenson, who remained on administrative leave while the board considered an investigation and related personnel matters. Public comment revealed a deeply divided community. Numerous teachers, principals, former educators and residents defended Stevenson, describing her as an effective leader and arguing that the district needs stability. Others supported the board's scrutiny of her leadership or called for her removal.

A recurring concern was how the board has handled the situation, not simply whether Stevenson should stay or go. Speakers questioned the use of executive sessions, the investigation process, the roles of attorneys and investigators, transparency, and whether the board was following appropriate governance procedures. Others raised concerns about the financial consequences, including legal and investigation expenses, the cost of paying Stevenson while on leave and the potential cost of terminating her contract — all while the district is confronting declining enrollment and possible school closures. Those financial figures were claims made during public comment rather than findings by the board.

After lengthy executive sessions, the board took two significant actions. First, it denied a grievance associated with Stevenson, although it acknowledged that some communications could have been handled more clearly and that a written-goal step had not been separately documented. The board rejected allegations of unlawful board action, retaliation, Open Meetings Law violations, interference with the superintendent's authority and a hostile or retaliatory employment relationship. That decision passed 5–2.

More importantly, the board did not fire Stevenson and did not return her to work. Instead, it voted unanimously to extend her administrative leave pending further review of performance matters and instructed legal counsel to pursue options discussed in executive session. That left her future with the district unresolved.

The board also unanimously authorized a one-year CDE licensure authorization for Dr. Jessica Kalb, apparently allowing the district's interim superintendentship arrangement to continue while the Stevenson matter remains unresolved.

Outside the superintendent controversy, the district reported progress implementing its five-year strategic plan, including career pathways, mastery learning, attendance, family partnerships, student safety and belonging, and instructional improvement. The board also spent considerable time examining expenditures and contracts, health/wellness programming, technology costs and other items that had been pulled from the consent agenda for more discussion.

Aimee Tooker, Nucla — Montrose Daily Press, July 8, 2026

I bring my teenage daughter with me to meetings and conferences whenever I can. I hope that, beyond the distractions of her phone, something reaches her heart and helps her understand the importance of what we are learning together. Building relationships, connecting with good people, and having a seat at the table are all part of public service, and I hope those lessons stay with her.

She loves her family, our home, our animals — we practically have a zoo — and our West End Montrose County community. Those are the qualities that make a good public servant. Maybe she will never stand behind a microphone, but perhaps she will be the one quietly doing the work behind the scenes, fulfilled simply by knowing she helped make something better.

This past April, we visited Jamestown and Yorktown, a trip that had been on my bucket list for years. Standing where our nation's story began was humbling. I hope to take the other kiddos one day, although I think next time we'll trade airplanes for a train ride.

As we reach the 250th anniversary of the United States and the 150th birthday of Colorado, I wanted to leave my daughter with something more lasting than memories.

To my amazing, wonderful, beautiful, perfect daughter (that's what you call yourself whenever you want something):

Freedom did not simply appear on paper. It was purchased through fear, sacrifice, hardship, and courage. It was defended by men and women who endured hunger, cold, loss, and war so that generations they would never meet could live in liberty.

Never forget that the rights you enjoy were paid for by people willing to give everything. The Constitution and the Bill of Rights exist because freedom must be protected, and that responsibility now belongs to your generation.

Don't sit on the sidelines. Read. Ask questions. Learn history. Attend community meetings. Speak with respect, even when you disagree. Defend the rights of others as fiercely as your own. A republic survives because ordinary citizens choose to participate.

I pray you never experience the horrors of war or the grief carried by those who have served. But never let the comfort of peace cause you to forget the price that secured it.

Love your country enough to improve it. Build your faith, your home, and your family. Let God guide your character and your decisions. Respect the flag — not because America is perfect, but because it represents sacrifice, hope, and the continual work of liberty.

May you always protect your freedom with your voice, your vote, your service, and your character. Freedom is both an inheritance and a responsibility, made possible by people who believed you were worth fighting for.

I love you to the moon and back.

Love,
Your outspoken, opinionated, amazing... and not-so-perfect mom.

Lynn Schneider, Montrose — July 20, 2026

Forty years ago last month, I moved to Montrose with my family. I knew from previous visits it felt like 'home'. Having grown up in a small northwestern Kansas community, I valued knowing almost all the people in our town and county. We rallied in crises and protected each other when challenges presented. Common sense and a pragmatic approach to problem solving was expected. Mutual respect, honesty, and integrity in personal business and community concerns gave us a deep feeling of pride. They were the order of the day. I saw and felt those qualities in Montrose 40 years ago. I was proud to live here.

Lately, the explosiveness, the disregard for the rule of law, the personal agendas and vendettas all seem to be alive and well in our 'representative' government entities. It is sad to see the drama, divisiveness, and personal attacks eroding the morale of our community and the delivery of services to citizens and students. This environment and unprofessional style of leadership creates apathy and discourages many qualified people from running for office. No one wants to be a part of the circus. I, for one, don't recognize our community.

By becoming more involved in local issues, local elections, and nominating well-qualified and informed candidates for office, we can reclaim our community. Citizens that are well informed and remain current on governance topics and issues will be a more responsible and educated electorate. It is imperative that nominated elected candidates become informed and conversant in the local, state, and national regulations for the office they are seeking. Having this awareness allows for more effective and efficient participation and a seamless transition. Clearly understood and defined responsibilities, role limitations, and job descriptions are important ingredients in successful service and productive government.

Neighbors for Good Governance is a nonpartisan community group dedicated to strengthening and stabilizing local governments by supporting candidates dedicated to exemplary leadership skills, accountability and respectful civic discourse.

I for one want to return to the type of governance we can respect and a community of which we can be proud. I am committed to staying more informed and educated for the betterment of our community and bringing back respect and civility. Montrose is my home and I love it.

David Gann, Montrose — Montrose Daily Press, June 20, 2026

In a healthy democracy, public service does not belong only to elected officials. Citizenship is also a form of public service.

When I served as a Montrose County commissioner, the people I worked with, whether elected, appointed, or employed, were not merely representatives of an ideology. They were stewards of institutions, budgets, infrastructure, public safety, and public trust.

Their responsibility was not to champion ideas. Their responsibility was to make decisions, accept accountability, and adjust when circumstances changed. That requires something more than conviction. It requires humility.

One of the most important lessons public service taught me is that ideology starts with answers, but governance starts with questions.

What problem are we trying to solve? What are the tradeoffs? What evidence do we have? What happens if we are wrong?

Those questions sound simple. In practice, they are difficult and uncomfortable.

As I watch local boards and committees today, priorities continue to compete for attention and resources. Should we repair roads or expand facilities? Spend more today or save for tomorrow? Those questions rarely come with perfect answers.

What I learned over the years is that better outcomes often emerge when people are willing to listen, reconsider, and be persuaded by better information. None of us have a monopoly on wisdom.

Public service is open to everyone. But governing well requires more than a willingness to serve. Can you listen? Can you evaluate competing information? Can you manage a budget? Can you work with people who disagree with you? Can you make difficult decisions when every option carries controversial consequences?

Those are governance questions. And they matter regardless of ideology.

I have had the opportunity to serve on boards, councils, committees, and in elected office. I have met people with strong opinions who struggled to govern effectively. I have also met people whose politics differed dramatically from my own, but who knew how to listen, deliberate, compromise, and solve problems. Almost invariably, the enduring work was accomplished by the latter.

That may be the most important lesson public service taught me. Communities are not built by certainty. They are built by people willing to learn, listen, adapt, and keep showing up.

Like any craft, governance is never mastered; it is learned, applied and refined over time.