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Three Candidates on November Ballot for Full-Term Seats on the Chelsea Board of Education

By Crystal Hayduk

Voters will have two places to choose who they want to represent them as members of the Chelsea School District (CSD) Board of Education on the Nov. 3 ballot. Non-partisan candidates will fill two six-year term seats and one partial-term seat, which expires on Dec. 31, 2028.

Candidates for the full-term seats are the focus of this question-and-answer piece.

Also see: Two Candidates on November Ballot for Partial-Term Seats on the Chelsea Board of Education

The two incumbents are Sara Tracy and Eric Wilkinson. Newcomer Heather Scott is also running for her opportunity to serve CSD.

The Chelsea Post asked the candidates to introduce themselves and answer questions about key issues and goals. In alphabetical order, candidate responses are below. Their answers are published as submitted, without content editing.

Heather Scott. Courtesy photo.

Heather Scott

CURRENT OCCUPATION & PLACE OF EMPLOYMENT: Self-Employed Marketing and Communications Consultant

EDUCATIONAL BACKGROUND: How has your educational background influenced your views on public education?

I attended public school K-12, so I know firsthand what a well-supported education gives a kid. That support comes from teachers who notice what you need, classmates from every background, and opportunities in academics, arts, and athletics that let every kid find where they belong. My mom worked in public school administration the entire time I was in school, so I also saw what it takes behind the scenes to make that possible.

I continued my education at Central Michigan University, where my experience extended far beyond the classroom. I became involved in student organizations and Greek life, which gave me opportunities to step into leadership roles, meet people from different backgrounds, and begin developing the skills and confidence that would shape much of what I went on to do.

Together, these experiences shaped my core belief: public schools give every kid access to the same doors, and strengthening them strengthens the whole community.

CONNECTION: What is your connection to the Chelsea community and school district and why are you running for a seat on the school board?

Chelsea has been my home for the past nine years, and it’s where my two children have grown up and attended Chelsea schools. Through their experiences in school, sports, and other activities, our family has become deeply connected to this community. Along the way, I’ve had the opportunity to take on leadership roles in several community organizations, giving me the chance to give back and work alongside others to make Chelsea an even better place for our kids and families.

That’s the same mindset I want to bring to the school board. I’m running because I care about this district as a whole, not just my own household’s experience in it. My experience in public education, background in communications, and community volunteering have taught me how to listen to a wide range of perspectives and work toward decisions that serve the whole community. Chelsea has given my family a lot, and I want to help make sure it keeps doing that for every family here.

RELEVANT PUBLIC AND COMMUNITY SERVICE: List current or past experience, including service on boards or committees, and describe how that experience will help you if you are elected as a school board trustee.

I’ve served on non-profit boards and taken on other volunteer leadership roles in our community for about eight years combined.

Chelsea Hockey Association – Fundraising Chair, Secretary, Team Manager (Chiefs)

Chelsea Area Players – Secretary, Producer for “Oklahoma”

Chelsea Hockey Club – Team Manager

In each of those roles, I’ve focused on the same thing: looking at what makes the whole organization or program better.

PREVIOUS ELECTED OFFICE: Have you been elected to an office previously? If so, which ones and what years did you serve in that elected capacity?

None

KEY ISSUES AND ACTIONS: Please identify the top two issues you believe the district is facing right now, and ways you plan to address those issues.

Issue 1 — The first issue is the two millages on the ballot: the operating millage renewal, which funds day-to-day classroom learning and teacher positions, and the sinking fund replacement, which covers building safety and maintenance. Both are technically renewals rather than new asks, but that doesn’t mean voters understand them that way. I’d focus on clear, honest community communication, explaining what each millage actually funds (and what happens if either one fails), so families can make an informed decision rather than voting on assumptions.

Issue 2 — The second issue is the state’s 31aa mental health and safety funding. The district (like more than 30 others in Michigan) faced an impossible choice: accept the funding or keep legal protections around sensitive safety information during a crisis. Our board declined the funds for now rather than compromise on that protection. I support that caution, and as a trustee I’d keep pushing, alongside other districts, for the state to fix the waiver requirement so Chelsea isn’t forced to choose between funding student mental health and safeguarding student safety.

Both issues come down to the same thing for me: give the community the full picture and make decisions that protect kids first.

GOALS: If you are elected, what do you most hope to accomplish by the end of your term?

By the end of my term, I want Chelsea families to feel they can trust their school board, not only because we are transparent, but because we listen. That means actively seeking out the voices of parents, students, teachers, staff, and community members and making sure people understand how and why decisions are being made. It also means clear, consistent communication about the issues that matter most, from school safety and the budget to larger challenges like millages and state funding. Families deserve more than simply being told what the board decided; they deserve to be heard throughout the process and to understand the reasoning behind the decisions that affect their kids.

I also want to see real progress on student mental health and safety resources. Kids cannot wait to get the support they need now.

If I can leave the board having built that trust and having moved the needle on mental health and safety resources for our students, I’ll consider the term a success. Everything else I hope to contribute builds from those two things.

SUMMARY: What does effective school board leadership look like? How would you build trust and work together with others even when there are disagreements?

Effective school board leadership looks like listening more than talking, coming to the table informed, and always measuring decisions against one question: Is this good for students district-wide. It also means being willing to have hard, honest conversations in public rather than avoiding them, because families deserve to see how and why decisions get made.

Building trust across disagreements starts with assuming good intent. Other trustees, staff, and community members who see an issue differently usually still care about the same outcome, a strong district, even if we disagree on how to get there. My background in communications has taught me to really listen to where someone else is coming from before responding, and my board and volunteer experience has taught me that a group makes better decisions than any one person alone.

When disagreements do come up, I’d rather work through them directly and respectfully than let them turn into division. Chelsea students are better served by a board that can disagree and still move forward together.

WEBSITE: Do you have a campaign website and/or Facebook page or other social media? List the URLs.

Sara Tracy. Courtesy photo.

Sara Tracy   

CURRENT OCCUPATION & PLACE OF EMPLOYMENT: Director Digital Health Transformation, Carilion Clinic Health System

EDUCATIONAL BACKGROUND: How has your educational background influenced your views on public education?

After graduating from CHS in the early 90s, I earned a bachelor’s from U-M and a master’s from the University of Colorado. As someone who has always attended public institutions, I believe deeply in the access, equity, community accountability, and breadth of services our public education systems provide. My education and training across these three public institutions prepared me for a fulfilling 30-year career in healthcare that has allowed me to own my home, raise my family, and contribute meaningfully to our community — none of which would have been possible without a public education. My public health training also strengthened my understanding of how systems function and how equity must be intentionally built into policies and practices to ensure all students can thrive.

CONNECTION: What is your connection to the Chelsea community and school district and why are you running for a seat on the school board?

I moved to Chelsea in 1989 and left in 1998 after graduating from U-M. I returned in 2020 with my own children in tow to raise them in the same house I grew up in 30 years ago. I have immensely enjoyed the work of the last 18 months on the board and believe this work is critical; yet there is still much to do. We need to continue supporting our students’ post–high school plans, mental health, and overall wellness, and ensure we identify students who need additional support to help them succeed academically. I plan to advance these priorities through effective policy administration and careful budget oversight that ensures resources are aligned with student needs.

RELEVANT PUBLIC AND COMMUNITY SERVICE: List current or past experience, including service on boards or committees, and describe how that experience will help you if you are elected as a school board trustee

As the current Secretary of the School Board, I have spent the past year and a half actively fulfilling board responsibilities and engaging in the governance work that keeps our district moving forward. My service on the Bond Committee, Sex Education Advisory Board, Personnel Committee, and in various liaison roles has strengthened relationships across the district and community while deepening my understanding of both day-to-day operations and long-term strategic needs. This experience has given me a clear, practical view of what effective board leadership requires, and as an incumbent, I am fully aware of the time, commitment, and collaboration necessary to serve our students and community well.

PREVIOUS ELECTED OFFICE: Have you been elected to an office previously? If so, which ones and what years did you serve in that elected capacity?

 I was elected in 2024 to the Chelsea Board of Education and have served continuously since November 2024.

KEY ISSUES AND ACTIONS: Please identify the top two issues you believe the district is facing right now, and ways you plan to address those issues.

Issue 1 — Preparing students for life after high school is one of Chelsea’s most important responsibilities. Our graduates take many paths, so we must offer strong course options, dual enrollment, AP, CTE, and real-world experiences. Just as important is individualized career counseling that helps each student explore what fits them best. Success means every student leaves Chelsea High School with a clear, confident plan for their next step — whether college, skilled trades, community college, or the workforce — and feels prepared and supported in that choice.

Issue 2 — Declining birth rates in Washtenaw County — and across Michigan — pose a real challenge to maintaining stable enrollment and funding in our district. One of the most effective ways to address this is by continuing to strengthen our School of Choice program, welcoming neighboring families into Chelsea. To remain an attractive option, we must excel in three areas: academic quality, student wellbeing, and opportunities beyond the classroom. That means sustaining high academic performance, supporting students’ mental and physical health, and offering a wide range of extracurriculars that help students grow. It also means guiding every student toward a confident post–high school path. By investing in these priorities, Chelsea can remain a top choice for families and protect the long-term stability of our schools.

GOALS: If you are elected, what do you most hope to accomplish by the end of your term?

My goals are to continue the board’s essential work advocating for students through policy, budgeting, and oversight. I will work with the superintendent and our bond committee to assess the need for a new bond and identify priorities that benefit the most students, including key building renovations and evaluating a new community pool. I will also continue supporting student career path development by strengthening CTE, dual enrollment, and partnerships that expand real-world learning. Finally, I plan to deepen collaboration with the Chelsea Senior Center to support programs that serve our community.

SUMMARY: What does effective school board leadership look like? How would you build trust and work together with others even when there are disagreements?

Effective school board leadership begins with keeping students at the center of every decision. Strong relationships with district leaders, staff, families, and community members create the foundation for collaboration and shared purpose. Even when disagreements arise, respectful dialogue, active listening, and thoughtful reflection help ensure all perspectives are understood.

When I disagree with others, I focus on listening to their reasoning, asking clarifying questions, and identifying areas where our goals align. Considering an issue from another viewpoint often reveals solutions that serve students and the broader community.

I also make a point to engage families with diverse perspectives so they feel heard, even when opinions differ. By creating space for open conversation and bringing those voices into board discussions, I help ensure decisions reflect the needs of the entire community—not just the most vocal participants.

WEBSITE: Do you have a campaign website and/or Facebook page or other social media? List the URLs.

Eric Wilkinson

CURRENT OCCUPATION & PLACE OF EMPLOYMENT:

President, Sandhill Glass Co.

EDUCATIONAL BACKGROUND: How has your educational background influenced your views on public education?

I attended public schools in Macon, Georgia, and then the U.S. Military Academy at West Point. In both places, I had great teachers who worked to challenge me.

When I graduated from college, I had no idea what challenges life had in store for me. Whether it was two combat tours in Iraq, working with colleagues on nearly every continent, or running a small business, the one thing I could always count on was the educational foundation I received. It is what allowed me to adapt and rise to meet those challenges.

I don’t know what the future holds for our children. But I know how critical it is that we give them the strongest educational foundation we can, so they have the best opportunity to succeed in whatever path they choose.

CONNECTION: What is your connection to the Chelsea community and school district and why are you running for a seat on the school board?

My family has called Chelsea home for over nine years, and my wife and I are raising three sons who all attend Chelsea schools.

I’ve served on the Board of Education since 2021 in roles including president, vice president, and trustee. That experience matters and being an effective board member takes time. It takes time for a board member to understand how the district actually operates, district finances, and the distinct and different responsibilities of the board and administration.

I’m running for reelection to continue putting that experience to work. I want to see that our academic program remains strong, our finances in sound order, our schools safe, and the board’s deliberations open and visible to the community.

RELEVANT PUBLIC AND COMMUNITY SERVICE: List current or past experience, including service on boards or committees, and describe how that experience will help you if you are elected as a school board trustee.

During my six years on the board, I have served as President and Vice President as well as serving on Finance, Bond, Policy, and Personnel committees. I am well versed on all of the district’s policies having participated in the full review of policies a year ago. When issues arise, my first questions have been what is our policy and has it been followed. The board governs through policy and I have always sought to have policies that meet the intent of the board and community while giving the superintendent and his team the ability to manage the day-to-day activities.

I am a veteran having served US Army and Army Reserves for over seven years including deployments to Iraq and Kosovo.

PREVIOUS ELECTED OFFICE: Have you been elected to an office previously? If so, which ones and what years did you serve in that elected capacity?

I was elected to the Chelsea School Board in 2020 and have served as a trustee, Vice President, and President of the board.

KEY ISSUES AND ACTIONS: Please identify the top two issues you believe the district is facing right now, and ways you plan to address those issues.

Issue 1 — Academic Excellence

One of the most important challenges facing Chelsea Schools is maintaining and improving academic excellence. Our primary responsibility is preparing every student for life after graduation.

The world our students will enter is changing quickly and becoming more demanding. Students need strong academic foundations, problem-solving skills, adaptability, and the ability to continue learning throughout their lives. Much of this is already outlined in the district’s Portrait of a Graduate. Our district must remain flexible and committed to continuous improvement, so Chelsea graduates are prepared for those challenges.

Like many districts in Michigan and across the country, Chelsea has seen academic performance remain flat or decline in some areas. We must address that honestly and urgently by identifying the causes, supporting our teachers, maintaining high expectations, and using data to direct resources where students need help most.

As a board member, I will continue advocating for clear, measurable goals, specific improvement plans, and accountability for results.

Issue 2 — Changing Needs and Facilities

A second major challenge is adapting to changing demographics and the evolving needs of the students, families, and community we serve. This affects our facilities, staffing, programs, curriculum, and day-to-day processes.

Many district facilities were built 60 or 70 years ago for a different student population and a different model of teaching and learning. Some spaces no longer reflect how students learn today or the courses and services the district must provide. We need to make thoughtful, long-term decisions about which facilities are needed, how they can be used efficiently, and what improvements will best support student learning.

Those decisions must also respect taxpayers. We should carefully evaluate costs, avoid unnecessary burdens, and ensure that investments directly support the district’s mission.

Facilities alone are not enough. We also need effective curriculum, systems, student supports, and staff resources that prepare students for the opportunities and challenges ahead.

GOALS: If you are elected, what do you most hope to accomplish by the end of your term?

My goals for another term build on the work of my last.

I will keep our finances strong by maintaining a healthy fund balance, ensuring bond dollars are spent on exactly what voters approved, and keeping pay competitive enough to attract and retain great teachers.

I will make sure the safety improvements we started are finished and maintained, including secure entrances, counselors, and policies that are followed every day.

I want a board this community trusts, because residents have watched it work in the open.

And I want us to keep improving at what matters most: sending graduates out prepared to succeed in whatever path they choose. That starts with marked improvement in academic performance, particularly literacy.

Those are my goals, if I am honored to be reelected.

SUMMARY: What does effective school board leadership look like? How would you build trust and work together with others even when there are disagreements?

Effective school board leadership involves staying focused on our role. The board sets policy that defines how the district operates, sets clear goals, and hires and evaluates a superintendent who is responsible for meeting those goals and running day-to-day operations within that policy.

Disagreement is a feature, not a flaw. I have supported, and will continue to support, open debate during our meetings rather than decisions shaped quietly beforehand. Airing different perspectives produces better decisions and lets the community see how and why we got there.

Trust comes from consistency: showing up prepared, reading the material, listening to teachers, parents, and students, being straight about tradeoffs, and respecting the outcome of a vote even if I’m on the losing side. Fellow trustees can disagree with me and all can count on me to do what is right for district.

WEBSITE: Do you have a campaign website and/or Facebook page or other social media? List the URLs.

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